Faculty of Economics and Business
BACHELOR’S DEGREE IN BUSINESS ADMINISTRATION Course
Human Resource Management
Module
Business Organization
Character
Compulsory
Credits
6
Year
Third
Code
802286
Area
Organization and Human Resources
Attendance
2.7
Non Attendance
3.3
Term
5
COURSE COORDINATOR Responsible Department
ORGANIZACIÓN DE EMPRESAS Coordinator: Mª José Pérez Rodríguez
Professor Mª José Pérez Rodríguez
e-mail
[email protected]
SYNOPSIS BRIEF DESCRIPTION The course addresses human resource topics from a strategic perspective, considering how human resource management might aid in developing competitive advantage and what might be done to fulfill this potential.
PRE-REQUISITES Not applicable.
OBJECTIVES The main objective will be to provide a solid foundation of knowledge of basic HRM topics. The subject gives the student an understanding of strategic HRM policy and its translation into HRM
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Faculty of Economics and Business tools. Specifically, HR activities include the formal policies of the organizations, the actual daily practices that people experience and assessment of their effectiveness.
COMPETENCES General: CG1, CG2, CG3, CG4 Cross-sectional: CT1, CT2, CT3, CT4, CT5 Specific: CE2, CE3, CE4, CE7
LEARNING METHODOLOGY A mixed methodology of teaching and learning will be used in all educational activities with the aim of encouraging students to develop a collaborative and cooperative attitude in the pursuit of knowledge.
TOPICS COVERED (Syllabus) About the subject Understanding HRM: Challenges and Topics Methodological process PART I. INTRODUCTION Chapter 1. Introduction to Human Resource Management
The Changing Environment of HRM The Changing Role of HRM Trends influencing HRM Strategic Human Resource Management Planning and Implementing Strategic HR Policies Selecting HR Strategies to Increase Firm Performance The HR Department and Managers
PART II. THE CONTEXTS OF HUMAN RESOURCE MANAGEMENT Chapter 2. Managing Work Flows and Conducting Job Analysis
Work: The Organizational Perspective, The Group Perspective and The Individual Perspective Designing Jobs and Conducting Job Analysis The Flexible Workforce Competency-Based Trends
Chapter 3. Human Resource Planning
Strategic and HR Planning The Labor Market: Supply and Demand The HR Planning Process Human Resource Information Systems
PART III. ACQUIRING HUMAN RESOURCES Chapter 4. Recruitment, Selection and Socialization
The Hiring Process Effective Staffing o Interactions of the Recruit and the Organizations o Methods of Recruiting: Internal/Outside Sources of Candidates o Recruiting a More Diverse Workforce Selecting Employees o The Fundamentals o Selection Criteria o Fit assessments: Influences on the Selection Process Employee Orientation and Socialization
Chapter 5. Managing Employee Separations, Downsizing, and Outplacement
Defining Employee Separations and Categories of Employee Separations Early Retirements Layoffs Providing Outplacement
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Faculty of Economics and Business PART IV. DEVELOPING HUMAN RESOURCES Chapter 6. Employee Training
Training and Development Effective Training The Training Process o Assessing Needs o The Objectives of Training o Conducting Training o Assessing the Effectiveness of Training
Chapter 7. Managing Careers
Career Development: Definition and Challenges Enhancing Diversity Through Career Development Effective Career Development o Assessing Needs o Providing Direction o Development Phase
Chapter 8. Performance Evaluation and Management
Purposes of Evaluation Format of Evaluation Selected Evaluation Techniques Potential Problems in Performance Evaluations Performance Management Managing the Causes of Problems
PART V. REWARDING HUMAN RESOURCES Chapter 9. Managing Compensation
Objective of Compensation External and Internal Influences on Compensation Designing a Compensation System Job versus Individual Pay Compensation Tools
Chapter 10. Rewarding Performance and Administering Benefits
Pay for Performance: The Challenges o Types of Pay-for-Performance Plans o Designing Pay-for-Performance Plans The Benefits Strategy o Legally Required Benefits and Voluntary Benefits o Administering Benefits
% OF TOTAL CREDITS
ATTENDANCE
Lectures
20%
100%
Classes
20%
75%
Tutorials
6%
100%
Assessment activities
4%
100%
Homeworks and class assignments
20%
0%
Time to study
30%
0%
TEACHING ACTIVITIES
3
Faculty of Economics and Business
ASSESSMENT Exams
% Share of Final Grade
55%
There will be one final exam to evaluate the knowledge of chapters 1-10. There is a minimum mark of 5 out of 10 in the exam to compute the final average and, thereby, the student must obtain with the mark of the continuous assessment the final passing grade.
Preparation and presentation % Share of Final of cases Grade
25%
The cases at the end of each chapter will give the opportunity to examine issues and situations that happen in real life and apply to the concepts of the chapter.
Resolution and discussion of exercises
% Share of Final Grade
15%
There will be experiential exercises, self-assessment exercises, videos and discussion questions at the end of each chapter.
Class participation and preparation
% Share of Final Grade
5%
The instructor will elaborate a “Subject Memoir” to register the student’s participation in class.
ASSESSMENT CRITERIA
Teaching-learning process. The student’s learning will be the key issue. Continuous assessment. The assessment of the student’s work both inside and outside the classroom is continuous. The activities to be carried out both inside and outside the classroom are clearly established. The professor will provide frequent evaluations of student progress. Class Attendance. Attending classes on-time and for the full period of the class is compulsory (90% of the lessons). After the first month and a half attendance (performing practical activities of the subject), the student is deemed to follow the system of continuous assessment. If the student follows the continuous assessment, the final grade will be that obtained from applying the criteria set in the course tab, even if he/she does not sit for the final ordinary exam. If the student decides not to follow the continuous assessment and does not sit for the final ordinary exam, the rating will be NP (Not Evaluated). In the extraordinary call, if the student does not sit for the exam, the rating will be NP (Not Evaluated), regardless whether he/she followed the continuous assessment. In the case the student sits for the exam, the grade will be the result of applying the evaluation criteria set in the course tab.
Continuous assessment in the extraordinary examination: in case one student has failed the ordinary examination, having attended the final exam and participated in the continuous assessment, the mark to be considered as continuous assessment for that extraordinary examination will be the final mark obtained in the ordinary examination.
Tutorials. The times for tutorials are published in the Department Notice Board as well as in the website. Basic Rules for Students: Duties. Studying, Attendance to lectures, Responsible participation and cooperation to meet the subject goals. Group. Changes of group are not permitted. Exam. The final exam will be carried out in the date and place officially stated by the Dean’s Team.
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Faculty of Economics and Business
RESOURCES GENERAL BIBLIOGRAPHY Dessler, G. (2009). Fundamentals of Human Resource Management. Pearson, New Jersey, Second Edition (International Edition). Gómez-Mejía, L.R, Balkin, D.B, & Cardy, R.L. (2010). Managing Human Resources. Pearson, New Jersey, Sixth Edition (Global Edition). Ivancevich, J.M. (2010). Human Resource Management. McGraw-Hill, New York, Eleventh Edition (International).
FURTHER READING Byars, L.L., & Rue, L.W. (2011). Human Resource Management. McGraw-Hill, New York, Tenth Edition (International). DeCenzo, D.A., & Robbins, S.P. (2010). Human Resource Management. John Wiley & Sons, Asia, Tenth Edition.
Mondy, R.W., & Mondy, J.B. (2011). Human Resource Management. Pearson, New Jersey, Twelfth Edition (Global Edition). Noe, R.A., Hollenbeck, J.R., Gerhart, B., & Wright, P.M. (2010). Human Resource Management. Gaining a Competitive Advantage. McGraw-Hill, New York, Seventh Edition (International).
OTHER RESOURCES The use of the “Virtual Campus” tool becomes very useful and necessary to develop the subject (Slides, Comprehensive Cases, Experiential Cases, Videos, ...).
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