Available in 2022
Course code



10 units


3000 level

Course handbook


People performance within organisations is a source of long term competitive business strength. Human Resource Development examines the activities and processes that impact on organisational and individual learning. The focus is on interventions which change, or improve the ability to change organisational behaviour. Interventions can range from the strategic to the functional areas of training and development. Topics include the strategic role of human resource development, organisational and individual analysis, adult learning styles, technology and learning, management education, vocational education and training. Communication and group management techniques are emphasised as important attributes for the HRD professional. All students engage in trainer competencies through developing and implementing experiential sessions for small groups.

Availability2022 Course Timetables


  • Semester 1 - 2022

Newcastle City Precinct

  • Semester 1 - 2022

Learning outcomes

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

1. Explain human resources development (HRD) and its theories, the difference between education, training, learning and the concept of the transfer of learning;

2. Critique the relationship between organisational development (OD) and HRD contribution to organisational effectiveness;

3. Apply and evaluate a learning process starting with training needs analysis to assessment and evaluation process;

4. Evaluate the HRD role dealing with contemporary challenges.


The content in this course includes the following topics:  

  1. The strategic role of human resource development (HRD): defining the HRD function and links with organisational strategies, goals and sub-systems.
  2. The Learning Organisation: traditional forms of HRD, current models and predictions for the future.
  3. HRD and employee orientation: organisational socialisation and the role of HRD, role interpretation; vicarious learning; problems and benefits of formal induction programs.
  4. Analysis: at an organisational, task and individual level; the rationale for analysis, methods utilised for analysis, how analysis can be linked to training programs.
  5. Training Programs: the design, delivery, methods and media, assessment and evaluation of training programs. Adult learning styles and theories and integration with training programs.
  6. Organisational development concepts and interventions: Analysing forces for and against change and a range of change interventions.
  7. Management of talented employees; the need for management development; strategies and trends.
  8. Open and distance learning: HRD through various media and technology; advantages and disadvantages of learning "off-the-job".
  9. Transfer of Learning: the role of mentoring, coaching and feedback in transferring "off the job" training to "on-the-job" behaviour. Transitional problems, skill acquisition and utilisation.
  10. Future Issues and HRD: adapting to workplace diversity; the increasing development of networks and global alliances; ethics, corporate social responsibility and sustainability; faster pace and less resources; working as an HRD contractor as opposed to a full time employee.

Assumed knowledge

IRHR2270 Human Resource Management

Assessment items

Written Assignment: Written Assignment (Individual)

Tutorial / Laboratory Exercises: Micro-training activity (Group)

Written Assignment: Online End of Term Assignment

Contact hours

Ourimbah and Newcastle City Precinct

Integrated Learning Session

Face to Face On Campus 2 hour(s) per Week for Full Term

Students are expected to complete 6 hours of guided learning via online preparation and workshops, and an additional 4 hours of independent study per week.

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.