1. There are risks in sharing assessable information in a public forum as other students may copy your ideas and they will be in breach of paragraphs 9.2.2 (c) and 9.2.1 (f) of the UniSA Assessment Policies and Procedures Manual. Both of these breaches usually incur a minimum penalty of zero for an assignment. 
2. Discussion on Facebook sites is not monitored by the Unit Coordinator and so may be misleading or wrong, and without this supervision, students must be very careful in assuming that any technical discussion is accurate or relevant. 
3. Under no circumstances should students engage in defamatory exchanges on Facebook sites – whether the postings relate to other students or to academic staff or to the University. If we become aware of any comments that are defamatory, the matter will be referred for formal action by the University’s lawyers if those comments are not retracted or removed upon request. Accordingly, we strongly suggest that your discussion on any forum must be of a professional standard and not involve any personal attack or openly derogatory statements. In addition the attention of students is drawn to the University of South Australia's code of conduct when exchanging emails with academic staff and other students: http://w3.unisa.edu.au/policies/codes/students/Code-of-Conduct-for-Students.pdf

 

Unit coordinator: Mr David Lane
Email:  David.Lane@unisa.edu.au
Telephone:  +61 8 8302 9309
Fax:  +61 8 8302 0512
Staff Home Page:http://people.unisa.edu.au/David.Lane

  

*Please refer to your Unit homepage for the most up to date list of unit teaching staff. 

School Contact Details :
School of Commerce
Postal Address: OUA Unit
School of Commerce,
GPO Box 2471
Adelaide, South Australia 5001

School Phone/ Enquiries: +61 8 8302 9047 
School Fax: +61 8 8302 0992
School Email: cmr_oua@unisa.edu.au

UniSA Student Advisers
Tel: +61 8 8647 6145
Fax: +61 8 8647 6082
Tel: 1300 361 450 (local call cost - mobile and payphone extra)
Email: ouainfo@unisa.edu.au
Website: https://i.unisa.edu.au/Campus-Central/OUA/

Online resources for this unit can be accessed from your unit homepage via your UniSA student portal https://my.unisa.edu.au. 

Please also check the OUA @ UniSA website for frequently asked questions and information on administrative processes for OUA students studying with UniSA. https://i.unisa.edu.au/Campus-Central/OUA/

OUA students enrolled in UniSA units are eligible to use the Library to support their study. Regardless of where you live UniSA’s Off Campus Library Service can help you. Services include phone and online assistance, electronic document delivery to your desktop and postal delivery of loan items and documents. unisa.edu.au/library-ocls

The Co-op is UniSA’s preferred textbook supplier and textbooks can be purchased online at www.coop.com.au.

There are no prerequisite Subjects to be completed before this subject can be undertaken.

There are no corequisite Subjects to be completed in conjunction with this Subject.

To provide students with an appreciation of current theoretical, sociological and practitioner-based issues and developments in the fundamental aspects of human resource management.

On completion of this Subject, students should be able to:

CO1. Describe the main technical activities and responsibilities of human resource managers

CO2. Identify the implications of current and recent economic and sociological pressures on human resource management

CO3. Develop effective organisational responses to legal, political and ethical issues and developments which impinge on human resource practices and policies

CO4. Determine the changing roles and competencies of human resource practitioners in response to strategic and environmental modifications

CO5. Provide constructive feedback in a team setting

Upon completion of this Subject, students will have achieved the following combination of Graduate Qualities and Subject Objectives:

4.5 unit points

There are no additional assessment requirements identified for this course.

Accessing the online environment
You must access the online environment to participate in this unit.
Contact the ITHelpdesk@unisa.edu.au if you have a problem accessing the website.

 

To pass the Unit:
A total mark of 50% (or greater) gained from attempting all assessment requirements is considered a pass for this unit.

This unit involves a supervised exam. Please be sure to read the section entitled 'Assessment Summary' later in this Unit information. Alternatively, you can also access information about exam processes online at https://i.unisa.edu.au/Campus-Central/OUA/

A table outlining the unit structure and study schedule is printed at the back of this guide. Please refer to it for important information regarding due dates for assignments.

There are two forums used in this unit.

The News forum is used by academic staff to communicate important announcements to you.

The Student forum can be used by you to chat about the course in general. To access this facility, you need to go to the unit web page and then click on the link to the student discussion forum. You can use this facility if you want to ask a question about the academic content of the unit. The Unit Lecturer and tutor will be checking the discussion forum on a regular basis and will reply to queries which have been posted.

Prescribed textbook:
Stone 2010 is now very much out of date. The prescribed textbook is Stone 2013. All study materials and the exam are based on the 2013 text.

Stone 2013 E-text plus iStudy. If you would prefer to purchase the Stone 2013 E-text plus iStudy then open this link:
http://www.wileydirect.com.au/buy/managing-human-resources-4th-edition/

Important Note: before you post a query, please check the earlier messages to make sure that your query has not been responded to previously. In addition, it is strongly recommended that you check the news and student forum regularly for any updated information from the Unit Lecturer. Feedback for assignments will be provided on the student forum in addition to other resources which may assist you in your studies. Please take care with use of professional language in messages posted and please do not ask for private or personal information as this cannot be dealt with in a public online discussion. Please also refrain from using ‘sms language’ when posting messages on the discussion forum. Examples of this include 'u' (you), 'ppl' (people), 'r' (are) etc. The Unit Coordinator reserves the right to remove any inappropriate and/or offensive messages without recourse.

Please note:
General administrative or personal queries should not be posted to the discussion forum; they should be sent to: ouainfo@unisa.edu.au
Specific unit related administrative or personal queries should be sent to: cmr_oua@unisa.edu.au

Test your learning each week:

These non-assessable weekly tests based on each chapter of the prescribed text can be located within each of the HR topics. These tests help you with the key technical terms used in HRM as well as providing feedback on how closely you have read each chapter.

 

Weekly learning tasks

You will be referred to weekly questions and critical pages in the prescribed text. These questions and pages are considered to outline the core knowledge required for passing your examination.

You will need continual access to the following text(s) to complete this course. Where possible the Library will make the book available for student use. Please check the Library catalogue before purchasing the book(s). The Library will always seek to purchase resources that allow an unlimited number of concurrent users, however availability is dependent on license arrangements with book publishers and platforms. http://www.library.unisa.edu.au

Stone, RJ (2013). Managing Human Resources (4th Edition). Wiley.

Kramar, R, Bartram,T & De Cieri, H 2014, Human resource management, 5th edn, McGraw-Hill, Australia. ISBN 9781743070536

Kreitner, R & Kinicki, A 2013, Organisational behaviour, 10th edn, McGraw Hill/Irwin, New York. ISBN 9780078029363 0078029368

Kulik, C. T. 2004, Human resources for the non-HR manager, Lawrence Erlbaum, Mahwah, NJ. 0805842950; 0805842969.

Machado, C. & Melo-Pinto, P. 2014; Advances in human resources management and organizational development (AHRMOD); EBSCOhost Publisher: Hershey, PA ISBN: 9781466647329; 1466647329. Access this Book Online: Full text available via EBSCOhost Ebooks

Storey, J 2007, Human resource management: a critical text, 3rd edn, Thomson Learning, United Kingdom. ISBN 9781844806157 (This text presents a radically different view of HRM from most other HRM texts).

The Human Resource Management journal is a great resource for finding articles as it is a refereed academic journal, so it contains articles of high quality.

Other excellent refereed HRM academic journals you could use for your case studies include:
Academy of Management Journal  
Administrative Science Quarterly  
Asia Pacific Journal of Human Resources  
Human Resource Management Review 
Human Resource Management  
Industrial and Labor Relations Review  
International Journal of Human Resource Management
Journal of Industrial Relations
Organizational Behavior and Human Decision Processes
Personnel Psychology
Personnel Review
Industrial Relations Journal
Journal of Management
Journal of Applied Psychology
Journal of Organizational Behavior
Journal of Vocational Behavior
Personnel Psychology
Personnel Review
Strategic Management Journal 

Please note:
Sometimes a journal is available through more than one database. In these cases, choose the link which includes the most recent articles.
Once you're in a journal, you can then search the contents to find articles relevant to your case study.
Also use Google Scholar-but not Google. For more information about accessing Google Scholar visit the Beyond Google for your Research guide.
If you use Google Scholar to locate an article, include date viewed and URL. URLs are located at the top of the article or webpage.
For example:
Murray, N 2012, 'A report on a pilot English language intervention model for undergraduate trainee nurses', Journal of Academic Language & Learning, vol. 6, no. 1, pp. 48-63, viewed 7 December, http://journal.aall.org.au/index.php/jall/article/view/135/128. Refer to the Roadmap to Referencing resource for more information.
You can also use government websites:
Australian (Commonwealth) government: http://australia.gov.au/  
CIPD UK contains outstanding up to date material on almost every HR topic – open the link: http://www.cipd.co.uk/. CIPD fact sheets are particularly helpful in assessment 2 and in your exam revision. Any CIPD reference is accepted in Assessment 2.
Government of South Australia: http://www.sa.gov.au/
Local Government Association of South Australia: https://www.lga.sa.gov.au/page.aspx  

Please download a hard copy of the Harvard referencing guide and refer to it regularly when referencing your assignments.

You will NOT receive any printed copies of material for EHS 200. All information is available on the unit Learnonline website, so it is essential that you have access to the unit website and visit it regularly.

All other unit related materials can be accessed through your learnonline unit site which you will be able to access from the my Courses section in myUniSA.

All study related materials can be accessed through: https://my.unisa.edu.au

The feedback proforma is available on your course site.

Weighting: 15%
Maximum 1,000 words (3 x 330 word annotated references)

What is an annotated bibliography?
Visit: http://resource.unisa.edu.au/mod/book/view.php?id=28384

 

Assessment objective:
Explain the significance of the human resource management role in organisations, its different facets and its contribution to the achievement of corporate goals.

Required:
3 annotated references each of 330 words = approx. 1000 words in total

Your task:
You have been provided with 3 prescribed readings from the Human Resource Management (HRM) literature that address the aim and objectives of the unit. You are to annotate only these three references.

 

Prescribed readings for annotation:

This prescribed article from a refereed HRM journal:
Ulrich,D & Dulebohn 2015, 'Are we there yet? What's next for HR?', Human Resource Management Review, vol.25, issue 2, June, pp188-204.
http://www.sciencedirect.com.access.library.unisa.edu.au/science/article/pii/S1053482215000054

 
This prescribed article from the Chartered Institute of Personnel & Development UK website:
Gherson Diane J, 2015 'The rise of HR, HR disrupted: the next agenda for delivering value' in D Ulrich,; B Schiemann, & L Sartain (eds) The rise of HR :wisdom from 73 thoughtful leaders, HR Certification Institute, CIPD UK, viewed 14 November 2016, pp.303-308, <https://www.cipd.co.uk/knowledge/strategy/hr/rise-hr-thought-leaders>

 
This prescribed article from professional accounting organization newsletter:
CPA Australia newsletter, In the Black, 2016,'Key strategies for new talent hires', 1July
<https://intheblack.com/articles/2016/07/01/key-strategies-for-new-talent-hires>  

 

Presentation of your document: 

At the end of Assignment 1 place a reference list  for your 3 annotations using the Harvard method: https://lo.unisa.edu.au/course/view.php?id=3839

Show a total word count for the three annotations (your references, headers, footers are not included in your word count). 

Visit the EHS 200  Learnonline web page and look in the Assessment Box for the link  'Assessment 1 - Annotated Bibliography.' 

 

Marking and return of assignment:

University policy requires your tutors  to provide feedback within 15 working days from the closing date for assignment submission.

 

Extensions to assignment due date

For this unit, a 7-day extension may be allowed but this is not automatic and it must be applied for via the learnonline website. 

Students should note the following:

Requests for an extension of time for submission of an assignment should be made at least two days before the due date of the assignment via the 'Extensions' menu on the Unit website. Please monitor your request on the unit learnonline site so you will know if your extension has been approved.

The Business School policy is as follows:
Assignments must be submitted by the time specified on the due date. 10% a day will be deducted from the total available mark, for up to 7 calendar days. After 7 calendar days the assignment will no longer be accepted. 

 

Extensions of more than 7 days (but no longer than 10 days) may be granted to students, only in exceptional circumstances (for example, genuine illness, family bereavement) and where supported by a medical certificate or other evidence.

Work commitments or prearranged holidays are insufficient grounds on which to apply for or be granted an extension. Many students studying this Unit are working and studying at the same time. As such, it is a question of equality and fair treatment for all.

 

Assessment #2 - Case Study and Peer Reflection (Graded)
Overall Weighting:            35%

Continuous assessment:    15%

Case study itself:                85%

The case study assessment is in 4 parts. There are three pieces of continuous assessment associated with the case study and finally the case study itself.  

The three pieces of continuous assessment are worth 15%. The final case study is worth 85%. 

 

The Prescribed Case study title is:
HR Evaluation at a manufacturing firm. The case study can be found on pp.697-8 your prescribed text Stone (2013).

 

Assignment objectives:
Demonstrate knowledge of the variety of techniques available to HR practitioners in carrying out the various activities of the operational HRM.
Identify appropriate techniques for use in specific operational HRM situations.

 

 

Word range:

For each continuous assessment case study the word range is 360 to 440 words. This word count does not include any headings nor the essay list

 

The first continuous assessment case study:

Assume you are Jasmine, the HR manager in the prescribed case study

Question 1 Should the costs associated with running an HR department be the sole criteria when assessing the worth of HR to the organisation?

The second continuous assessment case study:

Question 2 What information and analytics could Jasmine utlilise to demonstrate the contribution of HR activities?

The third continuous assessment case study:

Question 3 Will information and analytics alone be sufficient to change how HR is perceived in the organisation?

 

Note carefully:

The minimum number of required references required for each continuous assessment is four (4).

Please use a minimum of two (2) HR refereed journal articles + two (2) other references for each continuous assessment. The two other references can be sourced from: Newspaper articles, business magazines, HRM research case studies, an eReading, conference proceedings, or any professional organisation such as the Australian Human Resources Institute (AHRI) or the Chartered Institute of Personnel Development (CIPD)

Closing date and time for each continuous assessment:

The first continuous assessment case study is due January 2 2017 at 11:30pm South Australian time.

The second continuous assessment case study is due January 16 2017 at 11:30pm South Australian time.

The third continuous assessment case study is due January 30 2017 at 11:30pm South Australian time.

 

 The final case study itself

The final case study itself  is due February 6 2017 at 11:30pm South Australian time.

The word range is 1170 to 1300 words. This word count does not include the essay headings and the reference list.

Answer question 1 & 3 only on P.698  of your prescribed text.

 
Note carefully:

The minimum number of required references required for the final case study itself is twelve (12).

Please use a minimum of eight (8) HR refereed journal articles + four (4) other references for this assignment. The four other references can be sourced from: Newspaper articles, business magazines, HRM research case studies, an eReading, conference proceedings, or any professional organisation  such as the Australian Human Resources Institute (AHRI) or the Chartered Institute of Personnel Development (CIPD)

The Human Resource Management Review journal is a great resource to start finding articles as it is a refereed academic journal, and as such  it contains HR articles of high quality.

Other excellent refereed HRM academic journals you could use for your  continuous assessment and your final case case study include:

Academy of Management Journal
Administrative Science Quarterly
Asia Pacific Journal of Human Resources
Human Resource Management
Human Resource Management Review
Industrial and Labor Relations Review
Industrial Relations Journal
International Journal of Human Resource Management
Journal of Applied Psychology
Journal of Industrial Relations
Journal of Management
Journal of Organizational Behaviour
Journal of Vocational Behaviour
Organizational Behaviour and Human Decision Processes
Personnel Psychology
Personnel Review
Strategic Management Journal

Please note:
Sometimes a journal is available through more than one database. In these cases, choose the link which includes the most recent articles. Once you're in a journal, you can then search the contents to find articles relevant to your case study.

Also use Google Scholar, but not Google. For more information about accessing Google Scholar visit the UniSA Library guide Beyond Google for your Research.

Marked assignments:

University policy requires your assignment must be marked within 15 working days.

Extension to contribution due dates:
Students should note the following:
Requests for an extension of time for submission of an assignment should be made online.

The Business School policy is as follows:
Contributions must be submitted by the time specified on the due date. Assessment 10% a day will be deducted from the total available mark, for up to 7 calendar days. After 7 calendar days the assignment will no longer be accepted.

Extensions of more than 7 days (but no longer than 10 days) may be granted to students, only in exceptional circumstances (for example, genuine illness, family bereavement) and where supported by a medical certificate or other evidence.

If you have any queries please contact your eTutor first. 

Study Period 4 2016 Sample Examination

University of South Australia
Exam Code(s): EHS 200
Title of Paper: Foundations of Human Resource Management
Exam Duration: 120 minutes
Reading Time: 10 minutes

During this exam, you must not have in your possession, any book, notes, paper, electronic device(s), calculator, pencil case, mobile phone or other material/item which has not been authorised for the exam or specifically permitted as noted below. Any material or item on your desk, chair or person will be deemed to be in your possession. You are reminded that possession of unauthorised materials in an exam is a discipline offence.

Authorised Materials
Calculators No
Open Book No
Specifically Permitted Items No

Marking Allocation
The examination is in two parts. Section A and B. No writing is allowed in the examination booklet during reading time, however notes may be made on the scribble paper provided
Section A 35 marks
Section B 15
Total = 50 marks

Students must complete this section
OUA ID:
Student Provider ID:
Family name:
Other names (in full):

No examination papers are to be removed from the room.

SECTION A requires you to answer 5 compulsory question (15 marks) and ONE case study (20 marks)

Answer all questions 1 – 5 inclusive approximately 200 words per question. (15 marks)
1. What is the role of (a) a job description and (b) a job specification in recruitment?
2. HRM is anti-union and anti-worker. Critically discuss.
3. Describe the advantages and disadvantages of the major types of evaluation systems.
4. What steps must be taken by HR managers to create a positive climate for diversity.
5. What is performance management? Why is it important? How does it differ from performance appraisal?

Section A Case study (20 marks)

Choose EITHER case study A or B

Case study A
The staff at the Hong Kong Office of your organisation were overjoyed. They had just posted a record sales performance in the face of very intense competition. The Chief Executive Officer (CEO) was impressed with the hard work of each employee and had sent a personal note of congratulations to the Sales and Marketing Manager. Included in the note the CEO indicated that she had approved expenditure of AUS$10,000 (HK$67,000) for a lavish company sponsored party. The Sales and Marketing Manager made a staff dinner booking in a 5 star hotel overlooking Hong Kong Harbour ensuring the evening would involve fine wine and food. Before attending the dinner the Sales and Marketing Manager drank a whole bottle of the finest champagne and drove to the hotel feeling very relaxed and happy. The evening was a great success. There were many toasts and motivating speeches and at the end of a long evening the Sales and Marketing Manager refused offers to drive him home, instead choosing to drive himself. On the way home he was involved in a motor vehicle accident resulting in a traffic jam. When the police arrived they found the Sales and Marketing Manager involved in a fight and shouting abuse at other angry motorists. It was 2.00am Hong Kong time and 4.30 am Adelaide time when the HR manager's phone rang to learn that the Sales and Marketing Manager had been arrested by Hong Police for being drunk and disorderly and driving under the influence of alcohol.

Case study A questions
1.The partner of the Sales and Marketing manager has also just phoned the HR manager and is hysterical- demanding company support and legal representation for her partner. What will the HR manager do?
2. In what other ways might the CEO have recognised and rewarded outstanding performance other than authorising a lavish party?
3.The HR manager is in a difficult situation. How will he explain to the CEO why company policy on the conduct of celebrations was not followed on this occasion?

OR

Case study B
At a recent HR conference delegates listened to a contradictory keynote speech on assessing HRM effectiveness.
The speaker made three key points:
1. The work of the HRM department is different from line departments such as sales and manufacturing and cannot be measured.
2. Good HR departments believe in measurement, weak ones do not.
3. The reason that HRM battles for recognition is that it doesn't talk the 'bottom line' language of management. (Extracted from Stone 2013 p. 688)

Case study B questions
At the end of the speech conferees were confused by these conflicting statements and the speaker was questioned keenly for almost an hour.
If you were the keynote speaker how would you answer the following questions put to you by delegates?
1. With respect to point one (1.) made by the speaker, would the speaker please explain in what way the HRM department is different to sales and manufacturing and therefore its work cannot be measured?
2. With respect to point one (2.) and in the light of the speaker's point one (1.) would the speaker please clarify whether HRM's contribution to an organisation can or cannot be measured and could the speaker give specific reasons and examples?
3. With respect to point three (3.), to what level of competence must HR practitioners be educated at university and developed within an organisation so that they can speak the 'bottom line' language of management? 

 

 

SECTION B (15 marks)

Section B consists of 50 questions (25 multiple-choice questions, 25 true/false questions)
ALL CANDIDATES MUST ANSWER ALL 50 QUESTIONS IN SECTION B
Each question is of equal value (0.3 marks) and the total mark for Section B is 15.
There will be at least one multiple-choice and one true/ false question on each chapter of Stone 2013.

You may make notes on the Question Sheet.
Your answers must be entered only on the pink Answer Sheet on page 10. Don’t forget to enter your family name, initials and your student number on the pink Answer Sheet.
Both Answer Sheet and Question Sheet must be handed up on completion of the exam.

The following multiple-choice questions are numbered 1-25 inclusive.
For each multiple-choice question, 4 possible answers are provided. One is the best answer, and will score full marks. The other choices will score O.

1) The HR approach that stresses competitive advantage and performance improvement is known as:
a. Instrumental
b. Humanistic
c. Strategic
d. Adaptive.

2) Linking HR planning with corporate strategy allows the HR manager:
a. to understand the role he/she plays within the organisation
b. to influence the future structure of the organisation’s management
c. to anticipate and influence the future HR requirements of the organisation
d. to more clearly understand the impact of increased global competition

3) Unfair dismissal is defined as being:
a. when no period of notice has been given
b. when the period of notice has been insufficient
c. where the employee has been terminated for reasons of unlawful discrimination
d. where a termination is harsh, unjust or unreasonable

4) The written statement of why a job exists, what the job holder actually does, how they do it and under what conditions the job is performed, is known as:
a. job evaluation
b. job context
c. job description
d. job specification

and so on to question 25

The True/False questions are numbered 26-50 inclusive. 

26. HRM strategies are functional strategies, like financial or marketing strategies, and must be an integrated part of its overall business strategy. True/False
27. Replacement charts focus on future skills and positions in the company. True/False
28. The HRIMS cannot be used by an organisation to provide or develop a competitive edge. True/False
29. An accurate, unambiguous job description outlines the requirements of a position, and
And so on ...until question 50

How much time will I spend on each Section of the exam?
You have three questions to answer in 120 minutes.

Therefore allow around 40 minutes per question.

Do I have to pass the exam to pass the Unit?
You require a aggregate of 50% from your marks in assessment 1 + assessment 2+ the exam to pass the Unit.

Extension to assignment due dates
Students should note the following:

Requests for an extension of time for submission of assessment 1 should be made online. Requests for an extension of time for submission of assessment 2 topics should be made by email direct to your tutor at least two days before the due date and time of the topic.

The Business School policy is as follows:
Assignments must be submitted by the time specified on the due date. For late submissions, 10% a day will be deducted from the total available mark, for up to 7 calendar days. After 7 calendar days the assignment will no longer be accepted.

Extensions of more than 7 days (but no longer than 10 days) may be granted to students, only in exceptional circumstances (for example, genuine illness, family bereavement) and where supported by a medical certificate or other evidence.

Supplementary assessment is not available for this course.

All students must adhere to the University of South Australia's policies about assessment:
http://w3.unisa.edu.au/policies/manual/default.asp.

Students with disabilities or medical conditions or students who are carers may be entitled to a variation or modification to standard assessment arrangements. See Section 7 of the Assessment Policy and Procedures Manual (APPM) at:http://w3.unisa.edu.au/policies/manual/default.asp

Information for students with disabilities is available at:
http://www.unisa.edu.au/Disability/Current-students/

If you indicated you have a disability when you enrolled through Open Universities Australia, you will be sent a letter about UniSA services for students with disabilities. UniSA encourages you to develop a Disability Access Plan with the UniSA Disability Service.

http://www.unisa.edu.au/Disability/Current-students/Open-University-Australia/ 

Variation to assessment methods, tasks and timelines can be provided in:

Unexpected or exceptional circumstances , for example bereavement, unexpected illness (details of unexpected or exceptional circumstances for which variation can be considered are discussed in clauses 7.8 - 7.10 of the Assessment Policy and Procedures Manual). Variation to assessment in unexpected or exceptional circumstances should be discussed with your unit coordinator as soon as possible.

Special circumstances , for example religious observance grounds, or community services (details of special circumstances for which variation can be considered are discussed in clause 7.11 of the Assessment Policy and Procedures Manual). Variations to assessment in expected circumstances must be requested within the first two weeks of the unit (or equivalent for accelerated or intensive teaching).

 

Extra time in exams (ENTEXT) and the use of a dictionary may be available to some students (for example, Indigenous Australian students and those of non-English speaking background) as follows: 
- the use of an English print dictionary, and 
- extra time for reading or writing. This will be an extra ten minutes per hour for every hour of standard examination time  

More information about variation to assessment may be found by consulting the relevant policy: http://w3.unisa.edu.au/policies/manual/default.asp (section 7).

 

UniSA is committed to fostering and preserving the scholarly values of curiosity, experimentation, critical appraisal and integrity. Students are expected to demonstrate the highest standards of academic integrity.

Academic integrity is a term used at university to describe honest behaviour as it relates to all academic work (for example papers written by staff, student assignments, conduct in exams, etc) and is the foundation of university life. One of the main principles is respecting other people's ideas and not claiming them as your own. Anyone found to have used another person's ideas without proper acknowledgement is deemed guilty of Academic Misconduct and the University considers this to be a serious matter.

The University of South Australia wants its students to display academic integrity so that its degrees are earned honestly and are trusted and valued by its students and their employers. To ensure this happens and that students adhere to high standards of academic integrity and honesty at all times, the University has policies and procedures in place to promote academic integrity and manage academic misconduct for all students. Work submitted electronically by students for assessment will be tested using the text comparison software Turnitin http://www.turnitin.com.

More information about academic integrity and what constitutes academic misconduct can be found in Section 9 of the Assessment Policies and Procedures Manual (APPM) at: http://w3.unisa.edu.au/policies/manual/ or on the Academic Integrity Module website at: https://lo.unisa.edu.au/mod/book/view.php?id=252142

Students are encouraged to complete the myCourseExperience that will be available from the beginning of week ten on the unit home page. Academic staff take student feedback seriously and where possible act on it.

Throughout the study period if you have concerns please let us know immediately. If we can, we will address these concerns without delay.

Plagiarism (academic integrity) 

The university takes this matter very seriously. Any work that is not your own must be acknowledged.