BM212 - Strategic Human Resource Management

Credit Points: 15

Prerequisite: BB103 Management Principles, BB212 Human Resource Development

Co-requisite: N/A

Workload: 36 contact hours

Campus: Melbourne, Sydney

Aims & Objectives

This is a second-year core unit offered in the Bachelor of Business in Management. This unit examines the central elements of a strategic approach to HRM that attempts to manage the workforce to effectively deal with the complexities of modern organisational environments. The focus of this unit is on the challenges faced by organisations in terms of human resource planning, work design, recruitment and selection, retention, performance management, reward and career development. The lectures and tutorials emphasise the importance of theory and its real world application to organisational contexts through the use of case studies. Students will be encouraged to develop their analytical skills through an appreciation and understanding of the systems and processes of HRM and how they contribute to organisational success.

Unit topics include:

  • Strategic human resource management
  • Human resource planning
  • Job analysis and job design
  • Recruitment and selection
  • Appraising and managing performance
  • Human resource development & career planning and development
  • Employee remuneration and benefits
  • Industrial relations
  • Managing conflict and negotiation
  • Employee health and safety

Learning Outcomes

At the completion of this unit students should be able to:

  1. Describe the emergence of the Human resources management (HRM) function and the strategic approach to HRM
  2. Apply theories, concepts and frameworks drawn from the HR literature to compare contemporary practices in employee attraction, retention, job analysis and design, health and safety, employee performance management
  3. Analyse the HRD needs of the organisation and recommend specific interventions to meet needs
  4. Design and deliver a training session
  5. Work effectively with teams from diverse backgrounds and display effective leadership behaviours

Teaching Method

Lecture: 2 hours
Tutorial/Workshop: 1 hour


Assessment Task
Learning Outcomes Assessed
Contribution in classa-e*10%
Mid Term Test (Individual)a,b,d*5%
Research Report (Individual)a,b,d*15%
Group Projectb-e*20%
Final Examination (3 hours)a-e*50%
Total 100%

*refer to learning outcomes above.


Note: Students are required to purchase the prescribed text book and have it available each week in class.

Prescribed Text Book:

Nankervis, A., Baird, M., Coffey, J., & Shields, J. (2016). Human Resource Management: Strategy and Practice 9th ed., Cengage Learning Australia

Reference Reading

  • Stone, R. J. (2010). Human Resource Management 7th ed, Wiley & Sons, Milton: QLD
  • Kramar, R., Bartram, T. De Cieri, H. & Noe, R. (2013). Human resource management in Australia.  Strategy people performance. (5th edn.) Mc-Graw-Hill: Sydney
  • Tovey, M. D., Uren, M., & Sheldon, N. E. (2010). Managing Performance Improvement 3rd Ed, Pearson Education, Frenchs Forest


  • Academy of management journal
  • Asia pacific journal of research in business management
  • Journal of management research
  • Academy of management review
  • Industrial & labour relations review
  • Human resource management journal
  • Human resource development international

MIT is committed to ensure the course is current, practical and relevant so that graduates are “work ready” and equipped for life-long learning. In order to accomplish this, the MIT Graduate Attributes identify the required knowledge, skills and attributes that prepare students for the industry.
The level to which Graduate Attributes covered in this unit are as follows:

Ability to communicateIndependent and Lifelong LearningEthicsAnalytical and Problem Solving Cultural and Global AwarenessTeam workSpecialist knowledge of a field of study


Colour coding    

Extent covered

                               The standard  is covered by theory and practice, and addressed by assessed activities in which the students always play an active role, e.g. workshops, lab submissions, assignments, demonstrations, tests, examinations
 The standard is covered by theory or practice, and addressed by assessed activities in which the students mostly play an active role, e.g. discussions, reading, intepreting documents, tests, examinations
 The standard is discussed in theory or practice; it is addressed by assessed activities in which the students may play an active role, e.g. lectures and discussions, reading, interpretation, workshops, presentations 
 The standard is presented as a side issue in theory or practice; it is not specifically assessed, but it is addressed by  activities such as lectures or tutorials
 The standard  is not considered, there is no theory or practice or activities associated with this standard