The unit provides an integrated overview of the social, legal, psychological, ethical and strategic dimensions of human resource management (HRM) and industrial relations (IR). The learning content develops broad and deep knowledge in a select number of topical HR and IR issues and links these to a real-world context. As such the unit provides students with the essential preparatory knowledge and skills to build an intellectual foundation for the suite of subsequent core and elective units in HRM and IR available in the program.

This unit introduces students to evidence-based HR and some of the different ways in which data can be used to make insightful, informed, and effective evidence-based business decisions. The unit begins with an introduction to some of the basics of data analysis before looking at examples of how data can be used to provide meaningful insights in a range of different HR functions. The weekly workshops and class assignments provide students with the opportunity to develop their analytic and communication skills to turn data into insights, which is crucial for evidence-based HR.

This unit examines the theoretical foundations of strategic human resource management and then critically analyses the empirical evidence related to a range of HR strategies deployed in contemporary workplaces, both in Australia and internationally. In doing so, the unit explores the issues underpinning emerging HR strategies, their implementation and the outcomes experienced within the organisation and the wider environment. The HR strategies studied involve those that focus on managing a contemporary workforce and may include human resources strategies associated with: the management of front line workers, teams, non-standard forms of employment, job quality and work-life balance, and gender and diversity at work, for example.

This unit focuses on contemporary and emerging challenges in the world of work and employment relations. It seeks to understand how these issues are understood and experienced by important stakeholders including managers, employees, unions, governments, policy makers and regulators. Key issues of focus include changing workforce demographics, new forms of work, sustainability and work, and flexibility and precarity in work. The unit engages with stakeholders to understand their interests in relation to these key issues changes. Analysis of these issues is informed by scholarly research and industry perspectives. This unit is a core unit in the Master of Human Resources and Industrial Relations.

This unit examines the emergence, significance and challenges associated with applied human resource management and industrial relations within contemporary organisations. In doing so, the unit brings together and consolidates theories, practices and debates associated with human resource management and industrial relations, whilst drawing on both Australian and international examples to illustrate the current and future imperatives central to human resource management and industrial relations.

An understanding of cultural differences and how to manage such differences is critical to effective management in international and multi-cultural business environments. The aim of this unit is to provide conceptual frameworks and evidence from practice that will develop an understanding of the ways in which cultures differ, how these differences can impact on management, and how cultural issues can limit organisational effectiveness. Major topics include the significance of culture in international management, the meaning and dimensions of culture, comparative international management and leadership styles, managing communication across cultures, ethics and social responsibility in global management, cross-cultural negotiation and decision-making, forming and managing global teams, and developing the international and global manager.

In order to succeed in international business, both corporations and individuals need broad decision-making abilities. Business decision-making tools yield more coherent and justifiable results when used with an understanding of the ethical, social and environmental aspects of the process. This applies to various situations in the international business setting including business relations with government, customers, employees, and NGOs. This unit is designed to look at these non-financial elements in the decisions made within the international business context. Upon completion of this unit, students will have enhanced skills and knowledge relevant to the understanding of ethical issues and ethical decisions making in international business organisations.

This unit introduces models and tools for decision analysis and their application in managerial settings. The unit focuses on the use of formal decision methods for management decisions in business. The main goal is to show how these decision models can improve the decision process by helping the decision maker to understand the structure of decisions; use subjective probabilities for measuring risk; analyse the sensitivity of decisions to changing decision parameters; quantify outcomes in accordance with risk attitudes, and estimate the value of information. Special attention is paid to informal interpretations of formal decision approaches.

This unit introduces students to the behaviour of people when acting as members of an organisation. The aim of the unit is to provide an understanding of the processes and structures that influence organisational behaviour, by drawing on ideas from psychology, sociology, management and anthropology. Topics covered include: personality and the self; learning and socialisation; motivation and commitment; group behaviour and dynamics; organisational design and boundaries; organisational culture, change and leadership.

The aim of this unit is to provide an understanding of the policy debates in employment relations with an emphasis on laws, institutions and social processes. It combines theoretical and historical understandings of employment relations in Australia with a detailed examination of the current policies and strategies of the key employment relations players and the role of the state. Topics covered include: the regulatory framework, state and federal governments policies, union policy, employer policy, the practices of Australia's industrial tribunals and responses to current challenges, such as the quest for improved productivity and greater flexibility. Overarching themes include individualisation and decentralisation of employment relations policy in Australia and whether there are more suitable alternatives.

This unit provides students with insights into the debate about the effect of globalisation on employment relations by using comparative analysis to identify the range of factors that account for similarities and difference in national patterns of industrial relations. The unit focuses on providing an understanding of the nature of industrial relations patterns in developed and developing market economies and invites students to compare a range of developments across these countries.

This unit seeks to develop diagnostic and prescriptive skills in relation to the management of organisational change while also encouraging the adoption of a critical perspective of the field. Part 1 (Organisational Change and the Nature of Organisations) introduces the fields of organisational change, explains its relevance to organisation performance and strategy and examines key change management models. Part 2 (Diagnosis and Intervention) examines the utility of key organisational change models and techniques and identifies factors that may impact on the effectiveness of the change management process. Part 3 (Key Areas of Intervention) analyses the application of organisational change practices and initiatives to a number of specific organisational issues.

This unit examines the processes and practices associated with contemporary performance and reward management. Results-based, behaviourally-based and competency-based methods of performance management are examined, along with processes of performance review, planning and developing. Coverage of reward management issues includes: job- and person-based approaches to building base pay structures; methods for rewarding individual performance; work group incentives such as gainsharing, goal-sharing and team pay; methods of rewarding employees for organisational performance, including employee share ownership; and performance-related rewards for executives. The unit also examines approaches to developing strategically integrated performance and reward management systems.

This unit of study examines emerging issues and trends in HRM, most particularly disruptive technologies; and the values that shape organisational decisions. It analyses how these changes are impacting HR capabilities, people management and workforce capacity. Students learn about the opportunities and challenges of disruptions in HR through practical examples of: HR digitalisation and workplace technology; new models of organisational engagement with stakeholders; and contemporary innovation through best practice case study examples.

This unit considers the opportunities and challenges associated with managing people in international and cross-cultural contexts, with specific emphasis on international recruitment, selection, preparation, placement, management development performance management, reward/remuneration, and repatriation. The unit considers the implications of internationalisation and globalisation for human resource management (HRM), the different levels of international business activity, the difference between domestic and international HRM, the challenges of cross-cultural management, and specific international HR processes. The unit provides students with a practical understanding of the issues and challenges associated with managing employees in international, global, and cross-cultural contexts.

This unit examines the ways in which organisations manage a heterogeneous workforce and the legal and ethical issues associated with the management of workforce diversity. While drawing on international literature in the field, the primary focus is on the Australian experience, including the so-called 'program' approach and the complaint mechanism found in the anti-discrimination statutes. As well as encouraging the development of diagnostic and prescriptive skills in diversity management, students also have the opportunity to develop a critical perspective on the growing literature in this field.

This unit of study examines the legal framework with respect to labour relations in Australia. In particular, it examines the scope of workplace law, the employment relationship, the Federal-State division of legislative power in industrial relations, the industrial arbitration systems, courts, tribunals, agreements and awards as well as discrimination and termination of employment. Current developments in the law and politics of the systems will be referred to throughout the course.

In this unit, students learn theories of communication and how they apply within organisations, at an organisational, team and individual level. In the unit, we review the concept of communication through different theoretical and philosophical lenses so that students gain an understanding of how different perspectives provide different insights into communication within organisations. The unit also examines communication processes and how communication occurs between individuals and within groups. There is also a focus on communication challenges such as technology, diversity and globalisation. The unit incorporates practical exercises and case studies to enable students to evaluate their own communication practices and to apply the knowledge and understanding they gain from the unit to their own organisations and careers.

This unit provides high-performing students with the opportunity to undertake supervised reading and research for a major essay of 5,000 words on an approved topic of special interest in work and organisational studies. The unit centres on supervised individual reading and research rather than on class-based teaching and learning. Enrolment is limited to students who (a) have achieved 75% or better in at least four WORK (or equivalent) units studied; and (b) have the Discipline's permission to do so. Approval is subject to supervisor availability. Students contemplating enrolment in this unit must first seek approval from the Work and Organisational Studies Postgraduate Coursework Coordinator. Approval will depend on the nature of the proposed essay topic and the availability of appropriate supervisory expertise.

This unit is designed to encourage students to consider the role and significance of leadership in various organisational contexts. The unit introduces the major streams of leadership theory and traces the development of our understanding about leadership. The unit explores how these theories allow us to understand leadership in practice and in what ways leadership is linked to different aspects of organisational effectiveness. It then examines the 'good, the bad, and the ugly' sides of leadership, e.g. positive forms (transformational, charismatic) and negative forms (narcissistic and Machiavellian). The unit explores leading for diversity and diversity in leadership (e.g. based on gender, culture and ethnicity) and the role of leaders in constituting ethical and socially responsible organisations. The critical role of leaders in effecting organisational change is explored and the leadership of top management teams and leadership succession is examined. The unit also examines leadership development programs and instruments and students have an opportunity to reflect on factors that might influence their own leadership style.

The Business Practicum offers students an opportunity to interact with a sponsor organisation (e.g., corporate, SME, NFP, government) while working on a project provided by it that requires a specific outcome by the end of the semester. The project examines the sponsor's current activities, challenges and future aspirations. While undertaking the unit, participants research the issues presented by the project and determine its scope and key deliverables in consultation with the sponsor. This process enables students to apply theoretical knowledge learned in class, where it is useful, and critically analyse data found during research to provide possible solutions to the problems identified. The final stage is communicating the key outcomes via a written report to the sponsor at the end of the project. Additionally, for the duration of the project, students are expected to reflect on how they have developed as an individual and as part of a team as a means of developing a professional identity that highlights their distinctive self and to consider their own personal employment strategies while building professional networks.

This unit is available to outstanding students completing the Master of Commerce, Master of Human Resource Management and Industrial Relations, Master of Logistics and Supply Chain Management, and Master of Professional Accounting programs. It involves a professional placement with a business, government, or non-government organisation. It includes preparatory coursework in reflective, professional practice and report writing. Assessment includes a reflective journal and professional report and presentation based on the internship placement. Permission is required to enrol in this unit. Further information and application process is outlined at http://sydney.edu.au/business/study/opportunities/industry_placement_program.

This unit is available to students accepted into the China Industry Placement Program while they undertake a professional placement with a business or a government organisation that has a particular focus on business interests. It includes preparatory coursework in reflective, professional practice and concurrent coursework on research methods, report and other professional writing skills. Assessment includes a reflective journal, a research report related to their work placement, and an oral presentation on the internship placement and international work and study experience. Further information and application process is outlined at http://sydney.edu.au/business/study/opportunities/industry_placement_program

This unit is available to outstanding students and involves a self-sourced professional placement with a business, government, or non-government organisation. It includes preparatory coursework in reflection learning, professional practice and report writing.