1. HRM – Learning Approach, Definitions and Values Nankervis et al 2014 pp.5-20 (Ch. 1); Legge 2005 on HRM 1a. Problem-Based Learning Hmelo-Silver 2004, on Problem Based Learning 2 1 Jun 2. Strategy, Environment and HRM Nankervis et al 2014 pp 20-32 (Ch. 1) on strategy/SHRM; Chew & Horwitz 2004 on strategic HRM 3 8 Jun 3. HR Planning, work and job design Nankervis et al 2014 Ch. 4 on HR planning and pp. 193-210 (Ch. 5) on work design PBL exercise 1 in class 4 15 Jun 4. Rules and roles Nankervis et al 2014, pp.32-44 (Ch. 1) on rules, Ch. 3 on framework/practices; Wright 2008,on HRM roles PBL exercise 2 in class 5 22 Jun 5. Recruitment & Selection Nankervis et al 2014, Ch. 6, on attraction/selection; Ryan and Tippins 2004, on evaluating R&S 6 29 Jun 6. Learning and Development, and Performance Management Nankervis et al 2014, pp. 298-324 (Ch. 7) on development, Ch. 8 on performance management 7 6 Jul 7. Pay and Rewards Nankervis et al 2014, (Ch. 10) on rewards; Mitra et al 2010, on pay systems 8 13 Jul 8. Health and Safety, Equity and Diversity Nankervis et al 2014, Ch. 11 on occupational health/safety pp. 210-213 (Ch. 5) on diversity management 9 20 Jul 9. Employee Voice Dundon et al 2004, on employee voice PBL Exercise 3 in class 10 27 Jul 10. Ethics of HRM Whitstanley & Woodall 2000, on ethics and HRM PBL Exercise 3 cont'd 11 3 Aug 11. Measuring HRM Performance Nankervis et all 2014, Ch. 12 on evaluating HRM 12 10 Aug 12. HRM in Context and course review Nankervis et al 2014, pp. 54-80 (Ch. 2) on contextYou've recently completed your post-graduate business qualifications and landed an exciting role with a consutling firm; you want to make a good impression and this is your first assignment. Your firm has been asked by the Principal of an independent (non-government), non-religious high school to obtain a short (2,500 word) consultant's report on the advisability of introducing some form of pay for performance for the teaching staff. Based on this initial briefing the Principal may seek authorisation from the school's Board to fund a more detailed analysis. The school is quite small with just over 500 students and around 30 full-time teaching staff arranged in four discipline-based departments each lead by a Head Teacher. There's a Deputy Principal. The School is incorporated as a company and has negotiated its own federal Enterprise Bargaining Agreement (EBA) which is closely based on the arrangements covering teachers in state-schools in NSW. No formal performance management system operates and teachers are remunerated on an year-to-year incremental scale. Most of the teachers are long-term employees and have reached the highest pay scale. Most are members of the Independent Education Union of NSW/ACT which negotiated the EBA. There's little overt conlict (as measured by grievances and absenteeism) and the teachers are generally committed; in part, this is attributed by the Principal to the school's special purpose of achieving better life chances for socially and economically disadvantaged children. The Principal understands that pressure had mounted over performance pay (PP) as was well described in the newspaper article which appeared in the Sydney Morning Herald (see below). She's worried; concerned over many issues such as whether PP may adversely affect management-labour relations but equally believes PP may have some merit in offering rewards and getting better results from the students. Prepare an advice, including recommendations.