Available in 2022
Course code



10 units


6000 level

Course handbook


Strategic HRM and ER is the capstone course in the Master of HRM degree and provides a strategic framework for integrating and applying HRM and ER concepts. The need for sustained competitive advantage has made the strategic management of HRM and ER increasingly important to long term business success as it focuses on linking all HRM and ER activities with an organisation's business objectives. As such, Strategic HRM will require students to work at an advanced level to critically analyse HR and ER strategies in relation to their application in the workplace.


Newcastle City Precinct

  • Trimester 3 - 2022


  • Trimester 1 - 2022

Learning outcomes

On successful completion of the course students will be able to:

1. Apply critical thinking skills in analysing theoretical and applied perspectives of strategic HRM and ER

2. Analyse problems and develop managerial solutions to employment relations problems at both national and workplace level.

3. Demonstrate the application of problem solving and evaluation skills in HRM and ER through exercises and case study work

4. Communicate knowledge of SHRM and employment relations in both written and verbal formats reactive to both audience and purpose.

5. Investigate and communicate the professional values of HRM including the ethical problems inherent in HRM and ER professional roles, including managers and consultants


The topics in this course include the following:

Understanding Strategic HRM and ER 

1. The goals of HRM and ER, and how they relate to strategy and the process of strategic management 

2. Strategic choice/contingent approaches 

3. Best practice and resource-based approaches 

4. Critical and institutional perspectives

Designing and Implementing strategic HRM and ER initiatives 

5. Workforce analysis and planning 

6. Managing Employee Voice and representation 

7. Designing incentives and reward systems 

8. Managing individual performance and commitment 

9. Negotiating organisational change 

10. Evaluating HRM and ER systems performance 

Personal and professional competencies and attributes

11. Evaluating HRM/ER effectiveness

12. Ethics in HRM/ER balancing organisational objectives, professional obligations and personal values. 


Students must have successfully completed GSBS6040 and GSBS6006.

Assessment items

Written Assignment: Case Study Analysis 1

Case Study / Problem Based Learning: Case Study Analysis 2

Report: Strategic HRM and ER Report

Contact hours

Newcastle City Precinct


Face to Face On Campus 3 hour(s) per Week for Full Term starting in week 1


Online Activity

Online 3 hour(s) per Week for Full Term

Equivalent to three hours face to face.

The University of Newcastle acknowledges the traditional custodians of the lands within our footprint areas: Awabakal, Darkinjung, Biripai, Worimi, Wonnarua, and Eora Nations. We also pay respect to the wisdom of our Elders past and present.