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HRIR 201: Managing Human

Resources & Industrial Relations

Week 12: Thursday 7 June 2012HRM & IR: what weve done the last 12 weeks

& Exam tips

Course lecturer: Jane Bryson

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BCA HRIR (major)

HRIR 201; MGMT 202

HRIR 320; three further courses from HRIR 300-399

Plus 1 more course from: HRIR 300-399, or MGMT300-399, or COML 302, or ECON 333

You can have a minor in your degree (eg in MGMT,MARK, COML etc)

Or you can do BCA HRIR (major) and PSYC (minor),and various other combinations

VUW course information links:

http://www.victoria.ac.nz/vms/study/subjects/hrir.aspx

http://www.victoria.ac.nz/vms/study/subjects/hrir.aspxhttp://www.victoria.ac.nz/vms/study/subjects/hrir.aspx

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HRIR major attributes

Demonstrate knowledge of, and theimplications of, different perspectives of theemployment relationship

Critically analyse and solve workplaceissues

Apply HRM and IR competencies tocontribute to organisational capability and

worker wellbeing Identify issues and interactions between

local and global employment relations andwork environments

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HRIR at 300 level

2012 (2nd Trimester)

HRIR 306: Remuneration & Performance Management GeoffPlimmer

HRIR 307: Human Resource Development Richard Norman

HRIR 304: Workplace Industrial Relations not offered in 2012

HRIR 320*: Strategic Issues in HRIR Richard Norman (*thiscourse is mandatory in the major and it requires you to havealready completed 2 HRIR 300 level courses)

2013 (1st Trimester)

HRIR 302: Managing Employment Agreements Stephen

Blumenfeld HRIR 303: International Employment Relations Noelle

Donnelly

HRIR 305: Employee Recruitment & Selection Jane Bryson

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The last 12 weeks your increasing HRM

& IR knowledge

1. HRM, IR and the workplace HRM - micro focus on managing behaviour;

IR macro focus on workplace regulations, balancing power

The employment relationship

2. Studying and thinking critically

theory, ideology, and questioning assumptionsPluralist vs unitarist; scientific management/taylorism; theoriesof motivation and of equity.

3. The NZ workplace context legal/regulation/IRER framework- Employment Relations

Act 2000 and other workplace acts; trade unions; collectivebargaining

economic, social/demographic the labour market andlabour force participation rates

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4. High performance workplace systems bundles of HRM practices that raise productivity in

the workplace worker participation in decisions,increasing skills, and incentivising effective

participation. Challenges for HRM and IR to

implement these systems for employee well being as

well as organisational outcomes.

5. Skills in the workplace where do they get developed and how? And who

invests in/pays for them? National VET infrastructure

(ITOs, apprenticeships, industry training, unit

standards and NZNQF), organisational responses

and individual challenges.

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6. Employee engagement & voice at work having a say direct & indirect voice; employee

engagement (involved, empowered, committed) weknow what makes for good organisations that

workers want but why dont we achieve them?

7. Good work and good workplaces Good work (job design, work processes, resources,

support) good workplaces (HR practices to create

and support good work, good managementbehaviour), International Decent Work agenda of the

ILO.

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8. Diversity at work seeking equity/fairness. Evolution from an equal

rights and equal treatment focus in the 60s and 70s,

to EEO and managing diversity to focus on equitableoutcomes for different groups. Ongoing change

ageing and ethnic diversity in society.

9. Green workplaces

3 pillars of sustainable development: economic,

social and environmental. The need for buy-in and

support of workers for sustainability and thus good

HRM & IR practices (involving, empowering).

10. The business of HRM & IR HRIR mechanisms of informal and formal influence in

workplace. Informal through building credibility & trust

expert power. Formal through HR strategy,

business case (IR collective bargaining; partnership).

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11. Ethics and HRM & IR

Action guiding principles to balance the different orcompeting interests in a situation. Can include

consideration of duties, rights, and consequences.

The inherent tension in the HRM role whose

interests take precedence (the employer/organisation

or the worker?).

12. Organising HRM & IR Different configurations of HRM delivery in

organisations with or without HR managers

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Exam details

Dont panic

Be a few minutes early

Wednesday 20 June, 9.30 am, Kelburncampus

Check the timetable & the exam roomyou are in through the My Victoria site

Closed book exam; two hours

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Exam tips: Exam Overview2 hour exam

Reading exam 5-10 mins (approx)

Look through the paper and get the feel of it.

Make notes as you go and make a plan of attack

Plan to do the easy questions first

Part 1: Short answers (worth a total of 40 marks)

10 questions (4 marks per question), 1 Hour 20 minutes(approx 8 mins per question)

Part 2: Essay question (worth 10 marks) 20-30 minutes (approx)

Review/ Edit 5-10 mins (approx)

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Exam tips

Analyse question and be clear on what is being

asked.

Write down as much relevant information as you canin relation to the question

You will be marked in terms of the relevant points

you make

Be concise - You can use bullet points.