|Semester 2, 2021 Online|
|Short Description:||Strategies for Work Inclusion|
|Faculty or Section :||Faculty of Business, Education, Law and Arts|
|School or Department :||School of Business|
|Student contribution band :||Band 4|
|ASCED code :||080303 - Human Resource Management|
|Grading basis :||Graded|
Examiner: Shalene Werth
Management strategies unique to the field of diversity management are important in the Australian organisational context for their continued success in a diverse society. These strategies are important to provide opportunities for groups who have, despite legislation and regulation, been disadvantaged in the labour market. These strategies also form the basis of the business case for managing diversity and its contribution to organisational performance and reputation. For those who implement diversity and inclusion strategies it is important to be aware of the legislation regulating this area and it is also critical to be aware of the diversity profile of the Australian workforce. Diversity and human resources practitioners, as well as managers generally, need to be creative in the development and implementation of inclusion programs. This field is developing rapidly and practitioners need to be agile and skilled in managing this ever evolving area.
Strategies involved in effective diversity management are critical to improve the inclusion of diversity groups within the work environment. This course examines the theoretically based strategies and ethical issues to assist with developing an inclusive organisational environment. Incorporating strategies which acknowledge the key aspects of particular diversity groups, for example the issue of disclosure of an invisible disability in the workplace will frame the inclusion strategies used for this group of employees. The concepts in this course acknowledge the 'voice' of the diversity groups, moving away from previous research that treated diversity groups as an employee group to be 'managed' rather than a valued employee group to be 'included' within the culture of the organisation.
On successful completion of this course students should be able to:
- critically evaluate aspects of the changing nature of inclusion in workplaces;
- debate and research the theory and practice associated with individual diversity groups;
- critically examine the theory on which inclusion strategies for organisations are based;
- appraise the causes and patterns of inclusion and exclusion in modern organisation.
|1.||Theoretical and practice based concepts of diversity management||45.00|
|3.||Diversity groups: theory and practice||45.00|
Text and Materials
ALL textbooks and materials available to be purchased can be sourced from USQ's Online Bookshop (unless otherwise stated). (https://omnia.usq.edu.au/textbooks/?year=2021&sem=02&subject1=MGT8007)
Please contact us for alternative purchase options from USQ Bookshop. (https://omnia.usq.edu.au/info/contact/)
Student Workload Expectations
|Description||Marks out of||Wtg (%)||Due Date||Notes|
|ASSIGNMENT 1||100||40||09 Aug 2021|
|ASSIGNMENT 2||100||60||18 Oct 2021|
Important assessment information
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.
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 for that item.
Penalties for late submission of required work:
Students should refer to the Assessment Procedure http://policy.usq.edu.au/documents.php?id=14749PL (point 4.2.4)
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.
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 items for the course.
NO EXAM: There is no examination in this course.
Examination period when Deferred/Supplementary examinations will be held:
Deferred and Supplementary examinations will be held in accordance with the Assessment Procedure https://policy.usq.edu.au/documents/14749PL.
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.
Referencing in assignments must comply with the Harvard (AGPS) referencing system. This system should be used by students to format details of the information sources they have cited in their work. The Harvard (APGS) style to be used is defined by the USQ library’s referencing guide. This guide can be found at http://www.usq.edu.au/library/referencing.
Evaluation and Benchmarking
In meeting the University’s aims to establish quality learning and teaching for all programs, this course monitors and ensures quality assurance and improvements in at least two ways. This course:
1. conforms to the USQ Policy on Evaluation of Teaching, Courses and Programs to ensure ongoing monitoring and systematic improvement.
2. forms part of the Graduate Certificate of Workforce Diversity and Inclusion and is benchmarked against the internal USQ accreditation/reaccreditation processes which include (i) stringent standards in the independent accreditation of its academic programs, (ii) close integration between business and academic planning, and (iii) regular and rigorous review.