Assignment Objectives:
1. To develop knowledge of the important labor supply and demand concepts and demonstrate this knowledge in the assignment.
2. To apply knowledge of unit material in a real world context by linking relevant concepts to real world examples.
For this assignment focus on your existing organisation or an organisation you are very familiar with such as a well-known public or private sector organisation that would be accessible to complete the following tasks. Please contact the Unit Coordinator if you are having problems accessing an organisation urgently.
For assignment 1 students are expected to read and refer consistently to Cummings & Worley (2015) and readings by Freyens (2010); Luoma (2000); Nankervis et al. (2008); Roberts (2005); & Stone (2010) from eReserve. Additional readings are also available and useful for Assignment 1 and I would encourage you to refer to these as well if they are helpful for you. These include: Haighner et al. (2013); Dubra & Gulbe (2008); Burke (2011); Krama et al., (2011), and Prskawetz et al. (2008). In addition, material from the topic one notes and resources are considered critical. NB. Your textbook does not specifically refer to Human Resources Planning, however, the sections throughout the textbook devoted to planning and strategy should be useful to add more detail where required.
1. For your chosen organisation, discuss the critical factors or issues you believe are influencing labor demand (your readings are essential). In other words, what are the workforce changes and how do they impact on existing and future jobs? (40% of assignment). Important here to link explicitly to the models that are used for labor demand forecasting in your unit material. You must refer to these models and show how they have assisted your arguments.
2. For your chosen organisation, discuss the critical factors or issues that are influencing labor supply (your readings are essential). In other words, what challenges does the organisation face in locating, attracting and hiring a labor force over the next five (5) years minimum? (40% of assignment).
3. Finally, what kinds of information and data would the organisation need to have access to or generate to ensure labor demands and supply are accurately understood? You must refer to unit material to guide your arguments – Nankervis et al. (2008); Kramar et al., (2011), and Stone (2010) are essential to include in your discussion but other readings are also relevant such as Dubre & Gulbe (2008). You must be very clear here and support your observations with examples (20% of assignment).
modules:1-3 1:http://www.anao.gov.au/uploads/documents/Planning_for_Workforce_of_the_Future.pdf
1:http://www.acara.edu.au/verve/_resources/fya-future-of-work-report-final-lr.pdf
1:http://www.smh.com.au/technology/innovation/davos-2016-robots-will-steal-5-million-jobs-by-2020-20160120-gma2yi.html
2:At the end of this module you should be able to:define what is human resource development;
outline the evolution of HRD;
identify and explain the three main HRD functions;
define learning and discuss the core principles behind adult learning;
discuss the key steps in the HRD process.
3:At the end of this module students should be able to:
define the key concepts regarding employee orientation;
identify the key phases in employee socialisation;
explain the purpose of the realistic job preview;
discuss the role of social capital theory and HRD;
explain the value of employee counselling and wellness programs as a HRD strategy;
define career development and management and its benefits for employees and organisations;
discuss the purpose and types of management development programs;
discuss the organizational development process and its role in HRD.
discuss the role diversity plays in HRD.
Readings/prescribed texts:
organization Development and Change
ISBN: 9781133190455
Cummings, T. and Worely, C., Cengage Learning 10th ed. 2014
Readings:
– Smith & Pilling (2008)Supporting the transition from student to professional – a case study in allied health
Smith, Robyn; Pilling, Samantha. Australian Health Review32.1 (Feb 2008): 134-8.
– Citation
Rue, L.W. & Byars, L.L. 1996
‘Appraising employee performance.’
In: Supervision, key link to productivity / \Leslie W. Rue, Lloyd L. Byars. 5th ed.
Chicago : Irwin, \1996. Chapter 11, pp. 204-224
– Citation
DiMauro, N.M. 2000
‘Continuing professional development.’
Source: The Journal of continuing education in nursing. vol. 32, no. 2, 2000, pp. 59-
62
–
Alma Harris, (2008) “Distributed leadership: according to the evidence”, Journal of Educational Administration, Vol. 46 Iss: 2, pp.172 – 188
–
Shelleyann Scott, Charles F. Webber, (2008) “Evidence?based leadership development: the 4L framework”, Journal of Educational Administration, Vol. 46 Iss: 6, pp.762 – 776
– HRD: the shapes and things to come
Simmonds, David; Pedersen, CecView Profile. Journal of Workplace Learning18.1/2 (2006): 122-134.
– Human resource development, social capital, emotional intelligence: Any link to productivity?
Brooks, KitView Profile; Fredrick Muyia NafukhoView Profile. Journal of European Industrial Training30.2/3 (2006): 117-128.
– Citation
Mei-Tai, Chu. 2011
‘Human resource planning and human resource information systems.’
In : Human resource management : strategy, people, performance / Robin Kramar,
Tim Bartram and Helen De Cieri. 4th ed. North Ryde, Sydney : McGraw-Hill Australia
Pty Limited, 2011. Chapter 7, pp. 211-253
– s there more than one way to manage human resources in companies?
Melián-González, Santiago; Verano-Tacoronte, Domingo. Personnel Review35.1 (2006): 29-50.
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