MANT345

Strategic HRM

COURSE OUTLINE

Semester Two 2016

Choose an item.

Contents Paper Description and Aims .............................................................................................................. 1

Learning Outcomes .......................................................................................................................... 1

Course Learning Resources ............................................................................................................... 2

Blackboard .................................................................................................................................... 2

Teaching Staff .................................................................................................................................. 2

.......................................................................................................................................................... 2

Course Delivery ................................................................................................................................. 2

Assessment ....................................................................................................................................... 4

Quality Assurance ......................................................................................................................... 8

School of Business/University of Otago: Graduate Learning Outcomes ........................................ 8

Grading System ............................................................................................................................ 8

Academic Integrity ........................................................................................................................ 8

Course Calendar .............................................................................................................................. 10

Student Learning Support and Information .................................................................................... 12

Student Charter .......................................................................................................................... 12

Guidelines for Learning at Otago ................................................................................................ 12

Student Learning Centre ............................................................................................................. 12

Library Support ........................................................................................................................... 12

Māori Student Support ................................................................................................................ 13

Pacific Islands’ Student Academic Advisor ................................................................................... 13

Disability Information and Support .............................................................................................. 13

Student Feedback ............................................................................................................................ 13

Class Representatives .................................................................................................................. 13

Concerns about the Course ......................................................................................................... 14

Disclaimer ....................................................................................................................................... 14

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Paper Description and Aims

This course aims to enhance the interface between students and the practice of Strategic Human Resource Management (SHRM). It provides the opportunity for students to consider the issues involved in the practice of human resource management (HRM) in the context of the changing world of work. Specific HRM strategies focused around entry to, maintenance of, and exit from the organisation are explored both theoretically and in an applied sense. Thus, the emphases in this course are both theoretical and practical. As well as providing a set of skills and tools for students to take with them into the workforce, it also provides ample scope for students to experience HRM and to benefit from the experiences of practitioners currently working within the HRM profession.

Learning Outcomes

Upon successful completion of this paper, you should have: 1. developed an awareness of some of the current issues facing the HRM profession and HRM

practitioners; 2. developed an understanding of SHRM by examining the various models of SHRM outlined in the

literature; 3. developed an understanding of HRM systems and their implementation in a strategic sense

through exploring the practice dimensions of Staffing, Reward, Training and Development, and Performance Management;

4. the ability to draw on the experiences of practitioners to develop an understanding of the HRM profession, as well as the variety of work carried out by HR practitioners; and

5. developed social capital and networks within the HRM profession. HRINZ Endorsement – In 2008 the Human Resource Institute of New Zealand (HRINZ) approved endorsement of MANT345 - Strategic Human Resource Management, as part of the Institute’s Education Endorsement Programme (EEP). In 2011, the system of programme endorsement was replaced with one of individual accreditation. This was successfully achieved in March 2011. HRINZ is one of the world’s most successful professional organisations for people involved in the management and development of human resources. Some 50% of New Zealand’s professional Human Resource practitioners belong to the Institute which provides support and professional development opportunities to its members. The HRINZ accreditation gives international portability to HR qualifications, and further enhances the quality of a BCom in Management achieved from the University of Otago.

Course outline This course outline will provide you with just about everything you need to know about the course. Please read it!

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Course Learning Resources

There is no set textbook for the course, but I do recommend the following book: Dreher, G., & Dougherty, T. (2002). Human resource strategy: A behavioural perspective for the general manager. Boston: McGraw-Hill Irwin. This book is available on loan from the University library. There are also a number of suggested readings for the course and a reference list for these is provided on Blackboard. It is not expected that you will read all of these; nor is it anticipated that you would confine your reading to only these articles.

Blackboard Blackboard will be used for this course. It will contain the lecture material for each lecture. You can access the site through http://blackboard.otago.ac.nz Your Blackboard username and password is the one you also use for the library and eVision. The helpdesk at ITS can help with any difficulties.

Teaching Staff

Paper Coordinator Name: Dr Fiona Edgar Office: CO 814 Email: fiona.edgar@otago.ac.nz Phone: 479 8091 Office Hours: by appointment only

Course Delivery

LECTURE TIME: Friday 9.00 to 10.50am LECTURE ROOM: will be advised via your eVision timetable There are three main forms of teaching on this paper. The first is lectures, the second is through interacting with practitioners currently involved in the practice of HRM, and the third is through student-led seminars. All three are integral to achievement of the learning outcomes set. The tutorials (see over page for tutorial times and room details) that run alongside of the lecture programme are aimed at providing an opportunity to facilitate and extend upon information covered within lectures. They also provide an opportunity for completion of internal assessment, some of which involves group work. The lectures are two hours on Fridays from 9.00 to 10.50am. Attendance at lectures is not compulsory but obviously strongly recommended. Some material from lectures will be available via Blackboard. If you miss lectures it is your responsibility to catch up by using these sources. Any additional information that you will need will be posted on the notice board on Blackboard and you may from time to time receive e-mails via your student address. Please ensure that you have some way of checking both Blackboard and your student e-mail on a regular basis.

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As noted above, the focus of the tutorials will be helping students prepare for the assessment. The first tutorial will be to organise groups for two aspects of the assessment and to discuss in depth with you what is expected of the course. IT IS ESSENTIAL THAT YOU ATTEND THE FIRST TUTORIAL. You must get into groups at this stage. Please use the first tutorial as an opportunity to find people that you can work with for the duration of this course. From then the tutorials will involve considering aspects of the assessment and provide opportunities for you to work towards the assessment. Please note in your diary the dates of the tutorials to avoid mix-ups.

Tutorial Sessions: There are THREE 2-hour tutorials for this course, PLUS group meetings with the lecturer to prepare for in-class Discussions/Workshops. Tutorial Date Activity 27 July

Group Formation and Contract Writing for Report Assignment Understanding SHRM SNS Assignment (Option 1 or 2) + Current Event Presentation Topics

10 August

Firm Analysis – Gathering the appropriate information for development of a SHRM system Exercises

24 August

Case Writing and Configuring the HRM system

Hot Topic Meetings - To be arranged with lecturer during the semester

Small group meetings to organise content and delivery of in class presentations/workshops

Tutorial Options: Wednesday 11.00-12.50pm CO4.31

Wednesday 2.00-3.50pm CO4.31

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Assessment

All material presented is examinable (except where stated otherwise) by assignments and the final examination. All important assessment information such as due dates and times, content, guidelines and so on will be discussed at lectures and, where appropriate, detailed on Blackboard. Students are responsible for ensuring that they are aware of this information, keeping track of their own progress, and catching up on any missed classes. The assessment for MANT345 is a mixture of internal and external. There is a final exam. There are three different forms of internal assessment.

Assignment ONE – Current Issues in SHRM: In class facilitated “hot topic” discussion (4 members maximum)

(Marks 15%) These will take the form of a mini-lecture style delivery (approximately 20 minutes per presentation) followed by a 20 minute facilitated workshop style activity. A great deal of media attention is afforded to topical SHRM issues and the idea of these sessions is that you explore one of these topics in depth so that you can deliver a short but well informed talk on this subject, and then explore the issue further with the class through some form of relevant interactive discussion/activity. All content covered in these presentations is open for examination in the final exam. We will organise the timetabling of these events in class and in the first tutorial. Subject-matter must be related to the broad area of SHRM. Please give thought to potential topics of interest to you (a range of ideas will be presented in class). Once you have identified a suitable topic, please come and see me so that we can agree on this before you start doing too much preparatory work. I will meet with every group as you prepare for these facilitated discussions/workshops to assist with determining appropriate content and modes of delivery. These meetings will be in lieu of tutorials usually run in the second half of the semester.

Assignment TWO – Individual Assignment (Marks 20%) TWO OPTIONS WILL BE AVAILABLE – CHOOSE ONE ONLY OPTION 1: Acquaintance with Social Networking Systems Assignment 2 - Part A: “Meet Your Classmates” -Listing on LinkedIn and Part B: Reflective Writing - Social Networking System Exploration (1500 words). Assessment details to be provided and discussed in class and tutorials. OPTION 2: Evaluate the use of SNS in the context of HRM practice. This involves undertaking a comprehensive and informative review of the academic literature (addressing both the conceptual and the empirical work on this subject), critically analysing this work, and discussing the implications for HRM practice (2500 words). Due Date: Friday, 12 August at 2pm – electronically through SafeAssign, the link is on Blackboard under the Assignments tab. Submit your assignment as a Word document using your family name and student ID as the Save As title, e.g. smith1234. You will be advised via an announcement when your marked assignment is available.

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The assessment for Option 1 has been sourced from work by Gerard, J. G. (2012). Linking with Linkedln: Three exercises that enhance professional social networking and career building. Journal of Management Education, 36(6), 866-897.

Assignment THREE – SHRM System Design (Marks 20%) Group (4

members maximum) Report (approximately 6,000 words) Development of an HRM System (applied SHRM) – Written Report (groups of up to 4 people maximum) (see marking guideline in this course outline) Due Date: Wednesday, 14 September at 2pm electronically through SafeAssign, the link is on Blackboard under the Assignments tab. Submit your assignment as a Word document using a group member’s surname and ID number as the Save As title, e.g. Smith1234. Include on the title page for your assignment all group members’ names and ID numbers. You will be advised via an announcement when your marked assignment is available. Requirements - Choose an organisation, then using the SHRM model explained in lectures, and drawing on the ideas represented in a configurational view of SHRM develop an HRM System (providing practical, as well as theoretical justification for all HR practices included (i.e. practices for the 18 attributes discussed in class) for this organisation. Make sure your report includes: • A comprehensive overview of the organisation for which the system is being designed. This will

include some discussion on each of the following: • The business/industry environment; • Labour force demographics; • The organisation’s strategic objectives; • An explanation of how technology impacts work design in this

organisation; • Some discussion of relevant regulatory factors that impact this

organisation and HRM practice in general;

• Discussion on key behaviours required from employees working within the CORE position.

• Identification and analysis of a core position within the business unit/organisation (justify this choice) and in particular make sure you develop detailed information about desirable job behaviours, knowledge, skills and attitudes that you consider key to effective performance in this role. IT IS IMPORTANT THAT YOU RECOGNISE THAT YOUR HRM SYSTEM DESIGN WILL NOT ADDRESS ALL JOBS IN YOUR CHOSEN ORGANISATION – IT WILL ONLY ADDRESS A CORE SET OF JOBS. The behaviours will be core to design of your SHRM system because they act as the key factors that determine the design/configuration of the HRM system. In other words, the HRM system will be designed so that it supports and facilitates acquisition of these behaviours.

• Make attribute choices for all 18 of the attributes of the HRM system encompassed within the four dimensions of HRM practice (i.e., staffing, reward, training and development, and performance management). JUSTIFY each of these choices. In making these decisions, ensure consideration is given to the order in which the various dimensions and attributes of this system are developed – some are more pivotal than others. Endeavour to establish complementarities across HR practices in critical areas (however not all practices will be able to be shown to reinforce/mutually support the desired behaviours). NB: MAKE CHOICES ACROSS ALL OF THE 18 ATTRIBUTES (these will be presented in class).

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Group report: Marking guideline assignment 3

Good knowledge of the development of an HRM System A good strategic HRM system requires understanding of the strategy which is being pursued by the organisation, an understanding of the legal and labour environment in which the organisation is operating, an understanding of the way work and the workplace is designed, and knowledge of what behaviours are required by the workforce and what HRM practices are likely to be effective in delivering these behaviours so the organisation can achieve its business objectives.

Analysis of the firm and congruent and coherent system configuration As there are around four people in each group, a reasonable depth of theoretical knowledge about each of the four functional areas of HRM comprising the HRM system, along with in-depth firm analysis is expected. Firm analysis – The expectation is that there is an in-depth level of analysis for the firm carried out in regards to the issues impacting on the choice of HR System. The report should show that you have researched the organisation and its environment, and also given consideration to the implications that may arise from decisions made in relation to the HRM system design. HRM system design – The main aim is to develop an HRM system that is aligned with the strategy of the organisation and is fully integrated (i.e., the HRM practices mutually support each other). Using the template provided in lectures, you need to ensure you make logical decisions across all 18 attributes. These decisions need to be cost-effective. Also make sure you have written confidently and knowledgably on the topics addressed within the HRM system (i.e., staffing, rewards, T&D, PM) and with reference to the organisation when deciding the format/configuration of the HR system. For those key HRM decisions (i.e., the drivers of your HRM system design), you should ensure you demonstrate a high level of descriptive knowledge about the particular practice and an understanding of how this practice facilitates a particular behaviour or set of behaviours. In order to achieve this, you will need to ensure you research and cite key authors/contributions in relation to the HRM practice. The list of attributes for HRM system design provided in lectures should not be considered an exhaustive list. Additions to those attributes covered in class would show the group has understood both the organisation and the process of system design and, provided they are appropriate and justified, should add to the value of the project. Inclusion of additional attributes may or may not be appropriate, dependent on your organisation.

Conclusions and recommendations Through the research, both literature and empirical, you will form opinions of the issue that you are deciding in relation to the organisation. These should be outlined and argued, that is backed up with evidence from your research. I am looking for some clear reasoning to support your recommendations to the organisation for future human resource activities.

Exam – 45 marks (individual) The exam will likely consist of essay-type questions. More information will be provided in the final class and during the semester. All material presented in lectures and tutorials will be examinable.

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MANT345 Internal Assessment Policies

Re-marking If, upon receiving your work after marking, you are concerned about the grade then you are able to have it re-marked within one week of getting your assignment back. To do so you must submit the following to the lecturer: 1. your marked assignment with markers comments 2. a clean copy of your assignment without any comments 3. a written explanation explaining:

- why you believe that your assignment deserves more marks than assigned; - any material you feel was misunderstood by the marker; and - please note: this is not an opportunity to resubmit your assignment but a chance for you to

clearly state why this assignment needs to be re-marked. Re-marking will be carried out by another lecturer. Please note that your remark grade could be lower than your original and the remark is the final grade.

Group problems Groups will negotiate their own contract for work and reward distribution at the outset of this course (in the first tutorial). This agreement will become a binding contract on the group participants. Working in groups can be difficult at times and this is not intended to be a set policy on how I will deal with difficult groups, rather a set of guidelines for you as groups to follow if seemingly irresolvable difficulties arise. The following guidelines are intended as a last resort, it is hoped that groups are able to deal with difficulties themselves. 1. Each group member is to put in writing their version of events and submit to the lecturer with the

written group agreement established in Tutorial One. 2. A meeting will be held with all group members and the lecturer, during which conflict resolution

strategies will be used to try and resolve the difficulties. The lecturer will act as a mediator and, if necessary, adjudicator, if should the need arise.

3. During the course of the meeting it is hoped we can find a way to deal with the situation at hand that

works out best for all group members.

Late Assignments Any work, which is submitted late without a medical certificate, proof of family illness, crisis or bereavement or other circumstances for which prior approval has not been given, will be penalised. There will be a 10% penalty off the total mark per day or per half day for ALL late assignments. Also note that assignments handed in more than one week late will not be marked.

Referencing Style and Style Guide Students can present their work in essay or report form. This is your choice. For this paper the referencing style APA. Style guides are available on the University Library website: http://www.otago.ac.nz/library/quicklinks/citation/

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Quality Assurance At the Otago Business School we monitor the quality of student learning and the learning experience. Your assessed work may be used for assurance of learning processes, such as evaluating the level of achievement of learning outcomes, with the aim of improving the quality of our programmes. All material used for quality assurance purposes will be treated as confidential and the outcome will not affect your grades.

School of Business/University of Otago: Graduate Learning Outcomes Graduates will have effective written communication skills. Graduates will deliver an effective oral presentation on a business topic. Graduates will have the ability to analyse & critically evaluate arguments, & draw conclusions supported by appropriate evidence. Graduates will recognise and respond to ethical issues and evaluate business decisions within an ethical framework. Graduates will demonstrate an appreciation of the global perspective in their chosen discipline and apply global perspectives to business situations.

Grading System The grading scheme used at Otago is:

A+ 90-100 C+ 60-64 A 85-89 C 55-59 A- 80-84 C- 50-54 B+ 75-79 D 40-49 B 70-74 E <40 B- 65-69

Academic Integrity Academic integrity means being honest in your studying and assessments. It is the basis for ethical decision-making and behaviour in an academic context. Academic integrity is informed by the values of honesty, trust, responsibility, fairness, respect and courage. Students are expected to be aware of, and act in accordance with, the University’s Academic Integrity Policy.

Academic Misconduct, such as plagiarism or cheating, is a breach of Academic Integrity and is taken very seriously by the University. Types of misconduct include plagiarism, copying, unauthorised collaboration, taking unauthorised material into a test or exam, impersonation, and assisting someone else’s misconduct. A more extensive list of the types of academic misconduct and associated processes and penalties is available in the University’s Student Academic Misconduct Procedures.

It is your responsibility to be aware of and use acceptable academic practices when completing your assessments. To access the information in the Academic Integrity Policy and learn more, please visit the University’s Academic Integrity website at www.otago.ac.nz/study/academicintegrity or ask at the Student Learning Centre or Library. If you have any questions, ask your lecturer.

Further information about the Academic Integrity Policy, the Student Academic Misconduct Procedures and the Academic Integrity can be found through the links below. The Academic Integrity website in particular has a number of useful inks and suggestions as to where students can get help with referencing issues.

http://www.otago.ac.nz/administration/policies/otago116838.html http://www.otago.ac.nz/administration/policies/otago116850.html www.otago.ac.nz/study/academicintegrity

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Course Calendar

Type Date Topic Lecturer Tutorial Written Assessment Lecture 15 July L1 Introduction to the course

The context of SHRM

Fiona Edgar ASSIGNMENT ONE In class “hot topic” discussions/workshops see timetable for groups and scheduling. Please note content to be agreed with lecturer prior to delivery*

Lecture 22 July L2 Best Practice in HRM and HRM Systems – The model, and the process.

Fiona Edgar

Lecture& Tutorial

29 July L3 HRM Systems – functions of reward and staffing and training and performance management A Practitioner’s Perspective

Fiona Edgar Christine Theissen, Senior HR Consultant/Practitioner**

Group Formation and Contract Writing Understanding SHRM Linked In Assignment and Hot Topic Discussions/Workshops – sign up schedule and topic selection

Lecture 5 August L4 HRM Systems – functions of reward and staffing and training and performance management A Practitioner’s Perspective

Fiona Edgar Recruitment: Using IT in recruitment - Denise Lindsay – University of Otago**

Lecture & Tutorial

12 August L5 HRM Systems – functions of reward and staffing and training and performance management (continued) Current Issues in SHRM

Fiona Edgar Hot Topic – Class Discussions/Workshops (1)*

Firm Analysis – Gathering the appropriate information for development of a SHRM system Rewards Exercise A Practitioner’s Test

Lecture 19 August L6 HRM Systems – functions of reward and staffing and training and performance management Current Issues in SHRM

Fiona Edgar Hot Topic – Class Discussions/Workshops (2)*

ASSIGNMENT TWO LINKEDIN SOCIAL NETWORKING Due: Friday, 12 August at 2pm – submit to SafeAssign link in Blackboard.

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Type Date Topic Lecturer Tutorial Written Assessment Lecture & Tutorial

26 August L7 Ethics in HRM (Part 1) Current Issues in SHRM

Fiona Edgar Hot Topic – Class Discussions/Workshops (3)*

Case Writing and Configuring the HRM system – A Case Study Example

MID SEMESTER BREAK - 29 August to 2 September Lecture 9 Sept L8 Ethics in HRM (Part 2)

Current Issues in SHRM

Fiona Edgar Hot Topic – Class Discussions/Workshops (4)*

Lecture 16 Sept L9 Measurement in HRM Current Issues in SHRM

Fiona Edgar Hot Topic – Class Discussions/Workshops (5)*

ASSIGNMENT THREE Development of an HRM System (applied SHRM) – Written Report (groups of 5 maximum) (see marking guideline in course outline) Due Date: Wednesday, 14 September at 2pm – submit to SafeAssign link in Blackboard.

Lecture 23 Sept L10 International HRM Current Issues in SHRM

Fiona Edgar Lisa Mills, OceanaGold**

Lecture 30 Sept L11 Generational Differences Current Issues in SHRM

Fiona Edgar Hot Topic - Class Discussions/Workshops (6)*

Lecture 7 Oct L12 Current Issues in SHRM

Hot Topic – Class Discussions/Workshops (7)* Hot Topic – Class Discussions (8)*

Lecture 14 Oct L13 Course revision & Exam preparation

Fiona Edgar

Lectures end Friday 14 October, 2016 University Exam Period Commences Saturday 15 October 2016 * Hot topic groups and timetables to be organised within the first 3 weeks of class and tutorials ** Please note the practitioner schedule is subject to change to accommodate the working commitments of these guest presenters

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Student Learning Support and Information

Student Charter http://www.otago.ac.nz/about/otago005275.html

Guidelines for Learning at Otago http://hedc.otago.ac.nz/hedc/wp-content/uploads/2012/12/Guidelines-for-Learning.pdf http://hedc.otago.ac.nz/hedc/learning/

Student Learning Centre The Student Learning Centre, which is part of the Higher Education Development Centre, provides learning support, free of charge, to ALL enrolled students. Their services include: • a workshop programme designed to help students to improve their learning strategies and their generic skills:

http://slc.otago.ac.nz/attend-a-workshop/ • free and confidential consultations with a learning adviser for assistance with learning strategies;

http://slc.otago.ac.nz/talk-to-a-learning-adviser/ • on-line study skills advice; • a student leadership programme • a student-led peer support programme for students of all ages and backgrounds. • conversational English groups for students from a non-English speaking background

The Centre also provides two very helpful study guides, “Guidelines for Writing and Editing” and “Writing University Assignments” and these are available on the SLC website. http://slc.otago.ac.nz/

PASS or Peer-Assisted Study Sessions are available for all BSNS 100 papers. PASS supports student success through weekly one hour interactive study groups. These groups are facilitated by 2nd or 3rd year students who have successfully completed the course. PASS sessions focus on integrating the course or paper content (what to learn) with academic reasoning and study skills (how to learn). The PASS session timetable is listed on Thursday of week 1 of each semester. http://slc.otago.ac.nz/attend-a-pass-session/ Phone +64 3 479 5786 or 0800 808 098, or email:slc.reception@otago.ac.nz

Library Support The Library website http://www.otago.ac.nz/library provides access to resources and services, including group room bookings, library hours and locations, past exam papers, subject guides, article databases and more. If you need assistance either check out the self-help guides http://otago.libguides.com/selfhelp, or ask Library staff at the ground floor service desks, or email ask.library@otago.ac.nz

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Māori Student Support Tënā koutou katoa, Ko Corey Bragg töku ingoa Ko Ngāi Tahu, Kāti Mamoe, Waitaha me Ngāti Kahungunu öku iwi Kia ora, my name is Corey Bragg and I am the Māori student support person in the Business School. My role is to help link Māori students with the various support networks throughout the university and the community. Kaua e whakamā, don't be shy - come in for a chat. Mauri ora mai. Tel 479 5342 Email corey.bragg@otago.ac.nz Room CO 321

Pacific Islands’ Student Academic Advisor Warm Pacific Greetings Talofa lava, my name is Esmay Eteuati and my role is to liaise with Academic Departments and Student Services relating to Pacific students’ and their course of study. I support both staff and students in the Business School and have a network of Pacific contacts in other Divisions around the University. Tel +64 3 479 4756 Email: esmay.eteuati@otago.ac.nz

Disability Information and Support Students are encouraged to seek support if they are having difficulty with their studies due to disability, temporary or permanent impairment, injury or chronic illness. It is important to seek help early, through one of the contacts below: Tel 479 8125 Email leanne.skryba@otago.ac.nz Room CO 321 International Students The Otago Business School encourages international students to seek support if they are having difficulties with their studies or meeting other challenges while they are students at the University of Otago. In such instances, international students should feel free to contact International Student Support: Telephone: 479 8344 Email: international.support@otago.ac.nz Website: www.otago.ac.nz/international Location: Archway West Building

Student Feedback

We encourage your feedback. This can be in the form of contacting staff, participating in course evaluation surveys and communicating with class representatives. Continual improvements will be made to this course based in part on student feedback. Recent changes to this course as a result of constructive feedback include (insert summary of improvements)

Class Representatives The class (or student) representative system is an avenue for encouraging communication and consultation between staff and students. It provides you with a vehicle for communicating your views on the teaching and delivery of the paper and provides staff with an opportunity to communicate information and gain constructive feedback from students. It contributes to the development of a sense of community within a department and it adds a further dimension to the range of support services offered to students.

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Volunteers for the role of class representatives will be called early in the semester. The OUSA invites all class representatives to a training session, conducted by OUSA, about what it means to be a class representative and some of the possible procedures for dealing with issues that arise. They also provide information on the services that OUSA offers and the role OUSA can play in solving problems that may occur. The OUSA provides support to class representatives during the semester. Departmental staff will also meet with class representatives during the semester to discuss general issues or matters they wish to have considered. Your class representative’s name and contact details will be posted on Blackboard early in the semester.

Concerns about the Course We hope you will feel comfortable coming to talk to us if you have a concern about the course. The Course Coordinator will be happy to discuss any concerns you may have. Alternatively, you can report your concerns to the Class Representative who will follow up with departmental staff. If, after making approaches via these channels, you do not feel that your concerns have been addressed, there are University channels that may aid resolution. For further advice or more information on these, contact the departmental administrator or head of department.

Disclaimer

While every effort is made to ensure that the information contained in this document is accurate, it is subject to change. Changes will be notified in class and via Blackboard. Students are encouraged to check Blackboard regularly. It is the student’s responsibility to be informed.