This unit draws on concepts from industrial relations and human resource management to examine the interests and strategies of workers, unions, managers, employers and the state. It explores the relationships between these parties as they seek to manage their environments and workplaces and to exercise control over each other. The unit enables students to understand how and why the organisation, regulation and management of work are changing in Australia and globally. As well as providing an introduction to all aspects of the study of the employment relationship, this a foundation unit the industrial relations and human resource management and management majors.

This is a foundational unit in the Management and IR and HRM subject areas. An introductory overview of management methods and approaches is provided which forms the basis of study for an advanced specialisation in management. The unit examines management as a process of planning, organising, leading and controlling the efforts of organisational members and discusses how recent trends such as globalisation, economic change and the effects of new technology have led to profound changes in how organisations are managed. The unit explores these issues with respect to both large and small, public and private, and domestic and foreign organisations.

The aim of this unit of study is to provide an understanding of the institutions and processes engaged in the regulation of work and labour markets. At times of intense change and debate such as today, it becomes all the more important to develop understandings of industrial relations policy which are intellectually rigorous; that is, which are evidence-based, theoretically-explicit and historically-informed. This unit is framed by these considerations. Particular topics may include: the development of policy; the nature of regulation; state and federal government policies; arguments for change; the influence of lobby groups; employer and union strategy; work-family debates and policies; the working of tribunals and courts; dispute settling procedures; the development of wage determination; the outcomes and implications of policy change.

Building on the foundational coverage of Human Resource Management (HRM) issues and concepts provided in WORK1003, this unit provides a more focused understanding of key HRM concepts, processes, strategies and practices. The unit covers the way HR concepts, such as the employee psychological contract, might shape HR strategies and practices and highlights the interplay between the strategic approaches to HR and the practices of HR including talent attraction and selection; talent retention and development; managing performance and rewards; diversity and inclusion strategies, workplace health and well being to name a few. It concludes with an investigation of how the HRM system can be effectively evaluated to capture the long term sustainability of the HR processes and strategies adopted.

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. Following the 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 organizations.

To gain or maintain their competitive edge, more than ever before, organisations need to rely on high-quality information to support decision making processes at all organisational levels. Business Intelligence (BI) is now being recognised as one of the top business priorities world-wide. While in the past, the term BI was used to describe a very broad range of software applications, the latest thinking in this field emphasises IS support for human intelligence, in the context of business decision making. In this unit, students learn how BI helps information discovery and how to analyse multidimensional data. Students gain hands-on experience in using a commercial BI platform. These practical skills, combined with in-depth analytical skills enable students to assist any organization (regardless of its size and industry domain) to derive more intelligence from its data, improve its performance and ultimately, compete on analytics. Issues are explored from the business rather than the technology perspective. This unit does not require prior programming experience.

This unit considers the opportunities and challenges associated with managing employees in international and cross-cultural contexts, with specific emphasis on international recruitment, selection, preparation, placement, management development, performance management, reward and remuneration in the international, multi-national and trans-national corporation. Within the context of global labour markets, the unit considers the implications of internationalisation and globalisation for human resource management (HRM), the difference between domestic and international HRM, and the challenges of cross-cultural management. This unit provides students with a theoretical understanding of IHRM and cross-cultural management, as well as a practical understanding of the issues and challenges associated with managing employees in international, global and cross-cultural contexts.

The unit explores the strategies and initiatives implemented at the workplace and corporate level to manage a diverse workforce with a particular focus on the impact of gender on individuals' experiences of the world of work. While drawing on the intersecting elements of gender and other diversity dimensions (such as cultural diversity; LGBTIQ+; indigeneity; people with disabilities; age), the unit seeks to introduce students to a number of gender perspectives, highlighting how each perspective conceptualizes the issue of gender; provides a different lens to accounting for gender inequality and proposes different "solutions" to the "problem of gender diversity" in organizations. The unit takes a multi-level and multi-disciplinary approach to examining the management of gender and diversity, focusing on live case studies and practical examples.

This unit of study examines the regulatory framework that exists around paid work in Australia. It examines the development of employee and employer rights and responsibilities through the employment contract and labour law. It focuses on both individual and collective regulation of work in Australia paying particular attention to the industrial sphere, as well as discrimination and termination of employment. Both the aim and purpose of industrial regulation and the impact of this regulation on workplace relations is analysed.

Disruptions are a fact of life for contemporary workplaces. Some disruptions may be anticipated, however many emerge unexpectedly. This unit analyses three significant megatrends facing business today including: changes to the way that individuals seek meaning from their work, how the digital age shapes future work, and finally how globalisation and global mobility shapes the future workforce. While these three megatrends might provide unprecedented opportunities for business to prosper, this unit also debates the significant challenges these megatrends present for individuals business and the society in which we live.

This unit of study examines the way in which the internationalisation of economic activities impacts on the nature of employment jobs and regulation across different countries and regions It considers how economic development in different countries has contributed to the growth of particular employment arrangements It focuses in particular on the country specific interplay between economics politics and society which has contributed to the development of particular employment regulatory regimes Further it maps economic changes on a global scale identifying international economic forces agents and political arrangements and seeks to highlight pressures and tensions on employment arrangements that result from these global interactions.

This interdisciplinary unit provides students with the opportunity to address complex problems identified by industry, community, and government organisations, and gain valuable experience in working across disciplinary boundaries. In collaboration with a major industry partner and an academic lead, students integrate their academic skills and knowledge by working in teams with students from a range of disciplinary backgrounds. This experience allows students to research, analyse and present solutions to a real-world problem, and to build on their interpersonal and transferable skills by engaging with and learning from industry experts and presenting their ideas and solutions to the industry partner.

This capstone unit bridges the gap between theory and practice in human resource management and employment relations by integrating knowledge and consolidating key skills developed across the major. It aims to provide students with practical experience in identifying, analysing, and solving contemporary business problems. The unit covers critical issues and builds skills in negotiation and influence, managing in a diverse environment, implementing practices to enhance diversity, equality and inclusion and building sustainable organisations. It contextualises this material in relation to the self, the organisation and institutions. Much of this unit is dedicated to a problem-based/experiential approach to learning. Students ensure their career-readiness by demonstrating their ability to apply concepts, theories, frameworks, methodologies, and skills to authentic problems and challenges faced in the field of human resource management and employment relations.