Open Universities Australia

Dashboard

Find key dates

Access my LMS

Change my studies

Support

Manage my account

View statements & reports

Request online support

Refer a friend

Architecture & construction

Art & creative design

Business & management

Community services & care

Education & teaching

Engineering

Health & medical science

Humanities & social science

IT & computer science

Law & justice

Media & communication

Psychology & mental health

Science

Search all courses

Explore study online

Undergraduate degrees

Postgraduate courses

University certificates

Pathways and pre-university

Single subjects

Microcredentials

Short courses

Study types

Help me choose a course

Chat with a student advisor

Compare courses

Degrees vs single subjects

Choosing a course

Study online

How OUA works

Key dates

How to enrol

Applying for credit

Study planning

Minimum age requirements

Textbooks & study materials

Computer requirements

International students

Getting started

Student loans

Study allowances

Commonwealth supported places

Fees

Financial options

Study support

Study preparation

Disability support

Elite athletes

Exams

Special Circumstances

Your studies

Advice

13 6736

Study masters degree online with Griffith University through Open Universities Australia. Explore all degrees, subjects and short courses now.

This Masters degree covers essential areas of human resource management including strategy and HR, evidence-based HRM, organisational change, international and comparative HRM, recruitment and selection, and performance and reward management. You will gain a critical appreciation of the role and practice of human resource management in local and global business.This degree will further develop and deepen your understanding of key policy formulation, negotiation and implementation matters pertaining to the employment relationship in dynamic contexts. It encompasses workplace and institutional practices and strategies, employment law, negotiation and dispute resolution, managing equity and diversity, workplace health and safety, managing rewards and performance and employment relations strategy. It will deepen your understanding of the management of employment relations.

Explore human resource management at an advanced level. Deepen your understanding of employment law, workplace health and safety and managing diversity. Develop your leadership skills so that you can help individuals and organisations thrive.

Master of Human Resource Management and Employment Relations

Applied Human Resource Management and Change

Organisational Behaviour and Wellbeing

Strategic Human Resource Management

Human Resource Development

Negotiation and Dispute Resolution

Principles of Human Resource Management and Employment Relations

Developing Talent

HRM and Employment Relations Strategy

Global Human Resource Management

Leading Policy and Organisational Change

This subject was previously known as IRL130.Negotiation and dispute resolution explores negotiating tactics and strategies, as well as the role of ethics, communication and power in negotiation. The course also examines negotiation in different contexts including multi-party negotiations. The course explores the role of third-party and individual approaches in resolving difficult negotiations. The aim of the course is to equip students to become more effective negotiators.Students should not enrol in this subject if they have completed: 7131EHR Negotiation &amp; Dispute Res

Talk through the essentials of workplace negotiation processes and dispute resolutions.Highlight negotiation tactics and strategies. Learn how to handle issues of emotion and perception during a dispute. Strengthen your own negotiation skills.

This subject examines up-to-date theory and practice related to the management of human resources and employment relations in the 21st-century. Issues and challenges related to institutional conditions that affect employment relationship factors are canvassed. The global, knowledge intensive context, characterised by the blurring of employment boundaries and evolving organisational forms, will provide a backdrop for the content analysis.Students should not enrol in this subject if they have completed: 7001EHR Principles of HRM &amp; ER

Meet the stakeholders who make up the employment relationship. Analyse human resource’s role in managing these relationships. Explore performance and reward management concepts. Juxtapose employee unions with employer associations.

This subject was previously known as IRL120.This course examines the system of laws governing the employment relationship in Australia, the policy issues concerning the role of law in employment relations and introduces legal research methods, interpretation of case and statute law and legal writing.Students should not enrol in this subject if they have completed: 7121EHR Regulation of Employ Relationships

Look back on the history of collective bargaining and industrial disputes. Assess unfair dismissal, workplace health and safety and discrimination regulations. Evaluate the laws that govern the relationship between employees and employers.

Regulation of Employment Relationships

The course provides the opportunity to develop professional HR skills through the examination and application of learning theories and HRD frameworks to individual, group and organisational development needs and challenges. Content includes development of skills in needs assessment, design, delivery and evaluation of training and development, reflection and analysis, the HRD professional role, application to organisational cases and current issues.Students should not enrol in this subject if they have completed: 7015EHR Advanced Human Resource Development

Widen the scope of your human resource studies as you polish your HR skills.Assess individual, group and organisational human resource development needs. Take in advanced leadership theories. Look to the future of HR learning and development

This subject was previously known as IRL140.This subject responds to the need for employment relations and human resource managers to effectively manage increasing diversity in organisations with workforces having a range of cultural, ethnic, gender, (dis)ability, age and other differences. The subject examines legislation and practice and the search for balance promoting equity and productivity.Students should not enrol in this subject if they have completed: 7041EHR Managing Diversity and Inclusion.

Appreciate the legislation and practices that can impact the quest for a more equitable and diverse workforce.Search for the balance that promotes both equity and productivity. Assess competing theories about how to manage diversity in the workplace.

Managing Diversity and Inclusion

The recruitment and selection of the best employees is central to organisational success. Recruitment and selection policies and practices are core processes within all organisations, across all industries and irrespective of country. Success and failure of organisations can often be attributed to strengths and weaknesses with the recruitment and selection process.However, these activities need to be carried out within a legislative framework that increasingly influences our practice. This degree will provide you with an understanding of the activities involved in the more complex and difficult areas of recruitment and selection, from the viewpoint of a human resource practitioner and/or business manager.Students should not enrol in this subject if they have completed: EHR716 Advanced Recruitment and Selection

Integrate your knowledge of the practices at the core of recruitment and selection.Gather together applicant assessment strategies. Look into the internal and external labour markets. See how social and legal factors drive the recruitment process.

Recruitment and Selection

The reality of work has changed radically, and human resource management practices have evolved with these changes. The rise of the knowledge economy means intellectual capital management is crucial. In this course you will apply theoretical perspectives to interpret and critically evaluate the changing nature of work and work arrangements and the implications these changes pose for managers. Critical issues revolving around the impact of technological augmentation and disruptions will also be examined. With thorough knowledge of policies and strategies to manage organizations human, social and structural intellectual resources in a dynamic working environment, you will be able to create frameworks for building relevant future-focused competencies and innovations in the workplace.Students should not enrol in this subject if they have completed: 7006EHR The Purpose and Future of Work

With the changes to the global economy, the way people work is changing. Learn about the likely impacts of automation, outsourcing, knowledge work, collaboration and organisational change. Understand strategies to plan for the future of work.

The Purpose and Future of Work

This subject was previously known as IRL150.The course is intended to provide an overview of the main issues involved in performance management, including rationales for conducting it, the costs and benefits of performance management, alternatives to it and expected as well as unintended outcomes that may emerge from it. The history of performance management is examined. Different techniques for conducting performance evaluations are critically examined, as are the links between performance evaluation and systems of remuneration and opportunities for training and promotion. Finally, the role of performance evaluation in different industries and occupations is examined.Students should not enrol in this subject if they have completed: 7013EHR Managing Performance and Rewards

Encounter the stakeholders, challenges and factors that influence performance and rewards management.Compare approaches to merit-based and results-based rewards programs. See how compensation practices are tethered to organisational strategies.

Managing Performance and Rewards

Note: This subject was previously titled &quot;Organisational Change.&quot;From the mid-18th century to the present time we have witnessed a series of major technological innovations that have transformed business, work and jobs. Examples include the steam engine, electricity and steel, Henry Ford&#39;s production line system of manufacturing and, nearer our own time I.T. biotechnology and nanotechnology. The Austrian economist, Joseph Schumpeter famously referred to such innovations as &quot;gales of creative destruction&quot; old industries being swept away, to be replaced by new ones. Schumpeter&#39;s gales of creative destruction continue to impact business, work and jobs. Organizations now have to compete globally; organizational structures have to be flatter, work contracts more flexible, business functions more interlinked, and strategies more innovation-based. Business has become a learning race, with human talent and intangible intellectual capabilities at its core. This course is about how contemporary organizations are dealing with these issues and what we can learn from their attempts to anticipate, adjust to and take advantage of change. The course is both theoretical and practical with insights being provided from the academic literature and businesses. We will look at change from an organizational perspective and seek the answers to a number of questions that are important to those of us that live our lives in organizations. What is happening in the world that may deliver changes in the future? What is the best way to manage change? What do I do if I am asked to lead a change? How do we effectively implement a change? What do we do about resistance? How can we better adapt to the changes we encounter as employees?Students should not enrol in this subject if they have completed: 7012EHR Leading Policy and Organisational Change

Equip yourself with the know-how to manage the core totems of organisational policy.Study human resources, employment relations and work health and safety policies. Explore program theory. Draw on proven frameworks and theoretical literature.

This subject was previously known as IRL170.With the increasing recognition of intellectual capital as a key sustainable competitive advantage, the HR discipline has rapidly evolved from being transactional to transformational. In their role as change agents and strategic business partners, HR professionals need to overhaul the tools of their trade by adopting a systems, contingency and global perspective. This course develops an understanding of the relationships between business strategy, organisational change strategy and HRM strategy. The course adopts a holistic understanding of HR roles and functions by looking at key concepts, such as resource based view of the firm, individual and firm performance, sectoral differentiation and corporate ethics as well as strategic influencing factors such as knowledge management, HR metrics and technology. It uses innovative assessment tasks, such as debates and reflective journals to internalise the implementation aspects of SHRM.Students should not enrol in this subject if they have completed: 7011EHR HRM and Employment Relations Strategy/IRL170 HRM and Employment Relations Strategy

Examine where employment relations and HR management intersect. Draft your own employment relations strategies.Ask if organisations are more influenced by the push of legislation or the pull of internal strategy when defining employment relations.

Course results for Griffith University Postgraduate Human resources Degrees

Need help choosing a course?