USQ LogoCourse specification
The current and official versions of the course specifications are available on the web at
Please consult the web for updates that may occur during the year.

MGT8034 Strategic Management of Human Resources and Innovation

Semester 3, 2012 Online Toowoomba
Units : 1
Faculty or Section : Faculty of Business and Law
School or Department : School of Management and Marketing
Version produced : 30 December 2013

Contents on this page


Examiner: Peter Murray
Moderator: Eric Kong


Pre-requisite: MGT5000 or equivalent

Other requisites

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


This course is a part of the Strategic Human Resource Management specialisation. The course explores why people are a strategic asset and what organisational factors need to be considered by managers to develop these assets. The content also covers aspects of skill development linked to performance management and why managers need to link SHRM to performance. Other issues related to staffing and occupational health and safety are also examined. The course as a whole combines well with the other SHRM courses to provide graduates with critical people management skills from a strategic perspective.


This course is an advanced study of strategic human resource management (SHRM) and innovation in practice. The course is designed to not only provide students with knowledge but to relate knowledge to practice specifically relating to a range of SHRM policies, procedures and frameworks. It uses the resource-based view of strategy as a basis to formulate policies and practices by applying SHRM to business needs, including staffing policies, succession planning and strategies for retrenchment, job design, remuneration, performance management and occupational health and safety. Modern managers require assistance from HR planners in such a way that HR strategies are assets manifest in meeting business goals. The course navigates its way through various HR theoretical frameworks and demonstrates how policies and procedures can be enacted to assist managers to improve performance targets and performance metrics. The course is designed to develop problem solving and critical reflection skills to help students solve complex organisational problems across different contexts.


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

  1. relate the resource-based view of strategic human resource policies and practices to organisation strategies for change
  2. apply HRM practices and procedures to solve HRM problems related to local, national and global contexts
  3. solve complex problems creatively and practically related to recruitment and selection and staffing more generally including sourcing talent
  4. apply strategic thinking to solve problems related to designing creative workplaces including job design, evaluation and motivation
  5. apply HRM frameworks to assist business managers in monitoring performance through remuneration policy and by demonstrated understanding of performance gaps linked to training
  6. demonstrate through case studies how HRM relates to OH&S issues including solving problems related to managing workplace risk
  7. review through comparative HRM frameworks the differences between developing a high performance culture versus a more functional oriented culture
  8. reflect on business and organisational staffing needs to succession planning and how this relates to outsourcing, downsizing, redundancy and retrenchment.


Description Weighting(%)
1. The resource-based view linked to business strategy; business goals 10.00
2. HRM frameworks including staffing, training, remuneration, job design, and HR planning across contexts 15.00
3. Strategies for staffing and sourcing talent; capability, skills, competency 10.00
4. Developing creative workplaces through job design and motivational programs 15.00
5. Frameworks for performance, remuneration, and training 15.00
6. OH&S and managing risk 15.00
7. High performance work systems versus traditional work systems 10.00
8. Succession planning, outsourcing, downsizing, redundancy, retrenchment 10.00

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). (

Please contact us for alternative purchase options from USQ Bookshop. (

  • Davila, T, Epstein, MJ & Shelton, R 2006, Making innovation work: how to manage it, measure it, and profit from it, Pearson publishing as Wharton School Publishing, Upper Saddle River, New Jersey.
  • Millmore, M, Lewis, P, Saunders, M, Thornhill, A & Morrow, T 2007, Strategic human resource management: contemporary issues, Financial Times Prentice Hall, Harlow, UK.

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.
  • Allen, DG, Shore, LM & Griffeth, RW 2003, 'The role of perceived organizational support and supportive human resource practices in the turnover process', Journal of Management, no. 29, pp. 99-118.
  • Cappeli, P 2001, 'A market-driven approach to retaining talent', Harvard business review on finding and keeping the best people, pp. 27-50, Harvard Business School Press, Boston, Massachusetts.
  • De Cieri, H & Kramer, R 2008, Human resource management in Australia, 3rd edn, McGraw-Hill, Sydney, New South Wales.
  • Eisenhardt, KM & Martin, JA 2000, 'Dynamic capabilities: what are they?', Strategic Management Journal, no. 21, pp. 1105-1121.
  • Hackman, JR & Oldham, G 1980, Work redesign, Addison-Wesley, Reading, Massachusetts.
  • Hackman, JR 1987, 'The design of work teams', J Lorsch (ed) Handbook of Organizational Behaviour, Prentice Hall, Englewood Cliffs, New Jersey.
  • Kramer, R, Bartram, T, De Cieri, H, Noe, R, Hollenbeck, J, Gerhart, B & Wright, P 2010, Human resource management in Australia: strategy, people, performance, 4th edn, McGraw-Hill, Sydney, New South Wales.
  • Macy, BA, Farias, GF, Rosa, JF & Moore, C 2007, 'Built to change: high performance work systems and self directed work teams a longitudinal quasi-experimental field study', in WA Pasmore & RW Woodman (eds), Research in organizational change and development - August, Texas Technology University, Texas.
  • Teece, DJ, Pisano, G & Shuen, A 1997, 'Dynamic capabilities and strategic management', Strategic Management Journal, vol. 18, no. 7, pp. 509-533.
    (available via USQ Library databases.)

Student workload requirements

Activity Hours
Assessments 35.00
Directed Study 75.00
Private Study 55.00

Assessment details

Description Marks out of Wtg (%) Due Date Notes
ONLINE TEST (SEE STUDY DESK) 20 20 14 Dec 2012
CASE STUDY 1 (2,000 WORDS) 100 40 11 Jan 2013
CASE STUDY 2 (2,000 WORDS) 100 40 01 Feb 2013

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 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 may apply for each working day late up to ten working 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.The weightings referred to here are not the percentage weightings used to indicate the relative loading on topics described on the first page of this course specification.

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

  7. Examination period when Deferred/Supplementary examinations will be held:
    Not applicable.

  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

Assessment notes

  1. Assignments: (i) Assignments must be uploaded electronically through UConnect in the drop box by 5.00pm Australian Eastern Standard Time (AEST) on the due date. (ii) The examiner will normally only accept assessments that have been typed and submitted on a single file with appropriate document name. (iii) Students must retain a copy of each assignment submitted for assessment. This must be produced within 24 hours if required by the examiner. (iv) The examiner may grant an extension of the due date of an assignment in extenuating circumstances. Students may apply for an assignment extension by personally contacting the examiner before the due date. Such applications should be in writing and include supporting documentary evidence. The authority for granting extensions rests with the examiner.

  2. Course weightings: Course weightings of topics should not be interpreted as applying to the number of marks allocated to any aspects of assignments assessing those topics.

  3. Assignment format: All submitted assignment work must be in electronic format, submitted through the WebCT drop-box and the assignment document must be in WORD version format. No hard text paper assignments will be accepted.

  4. 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

  5. Students are required to access the MGT8034 intranet mail and discussion boards accessible via UConnect on a regular basis. This is the official communication site for this course.

  6. 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

  7. All written assignments are to be lodged electronically via the MGT8034 course Web site in UConnect. Details on the actual procedure are provided on the electronic Study Desk under the folder - Assignment Submission.

  8. Students who are studying via the Web are required to access the introductory book, study modules and selected readings for the course via the Study Desk in UConnect under the relevant folders.