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 underpinning government policies and regulations relating to work, industrial relations and labour markets. The current intensity and importance of policy debates make it all the more important to develop understandings of work and industrial relations policy which are evidence-based, intellectually rigorous and historically informed. This unit is framed by these considerations. Particular topics may include: the development of policy; the workings of parliaments, government departments and agencies, tribunals and courts; wage determination; the influence of lobby groups such as business groups, think-tanks and trade unions; gender, work and family policies; productivity; immigration and skills policies; contemporary policy such as climate change, the gig economy, workforce insecurity and unemployment; and the outcomes and implications of policy change.

This unit examines the strategic nature of human resource management (HRM) within organisations, building on the foundational coverage of HRM issues and concepts introduced in WORK1003. A central theme explored in this unit is how organisations can best and strategically manage their human resources for the mutual, long-term benefit of both employers and employees. The unit highlights the interplay between strategic focus of HRM and day-to-day processes and practices, including attraction and selection; retention and development; managing performance and rewards; diversity and inclusion; workplace health and well-being; and conflict management. Students in this unit are asked to consider and evaluate many of the ‘big’ people management challenges facing organisations in a rapidly changing economic and social context.

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.

Climate change presents fundamental challenges to the organisation of work and industrial relations. Beginning with the British industrial revolution and then through the long and continued reliance on fossil fuels and carbon-intensive production methods in industry, supply chains and transportation systems, work-based actions have changed the climate. Recognizing the impacts of climate change, some workplaces are shifting to low-carbon and sustainable forms of production, and new 'renewable' industries are emerging. These developments are prompting a re-thinking and re-evaluation of work. To explain these issues, this unit explores theories of work, capitalism and nature, exploring concepts such as the Anthropocene, just transition, green jobs, and the 'green new deal'. It goes on to examine the relationships between business, government and civil actors like trade unions, and community groups in both resisting and driving changes in work amid the climate crisis. It does so attentive to the differences within and between countries in how work, industrial relations and climate change itself are experienced and understood.